Abstract
| Original language | English |
|---|---|
| Pages (from-to) | 1226 - 1242 |
| Number of pages | 17 |
| Journal | The International Journal of Human Resource Management |
| Volume | 26 |
| Issue number | 9 |
| DOIs | |
| Publication status | Published - 2015 |
Cite this
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The impact of employee perceptions of organizational corporate social responsibility practices on job performance and organizational citizenship behavior: Evidence from the Chinese private sector. / Newman, Alexander Harry; Nielsen, Ingrid Louise; Miao, Qing.
In: The International Journal of Human Resource Management, Vol. 26, No. 9, 2015, p. 1226 - 1242.Research output: Contribution to journal › Article › Research › peer-review
TY - JOUR
T1 - The impact of employee perceptions of organizational corporate social responsibility practices on job performance and organizational citizenship behavior: Evidence from the Chinese private sector
AU - Newman, Alexander Harry
AU - Nielsen, Ingrid Louise
AU - Miao, Qing
PY - 2015
Y1 - 2015
N2 - This paper examines the impact of employee perceptions of organizational corporate social responsibility (CSR) practices on their job performance and organizational citizenship behavior (OCB). Hierarchical regression analysis on two-wave data from 184 supervisor/subordinate dyads from three organizations located in Zhejiang Province, South-East China, revealed that employee perceptions of CSR toward social and non-social stakeholders strongly influenced their OCB. However, employee perceptions of CSR toward employees, customers and government influenced neither their job performance nor OCB.
AB - This paper examines the impact of employee perceptions of organizational corporate social responsibility (CSR) practices on their job performance and organizational citizenship behavior (OCB). Hierarchical regression analysis on two-wave data from 184 supervisor/subordinate dyads from three organizations located in Zhejiang Province, South-East China, revealed that employee perceptions of CSR toward social and non-social stakeholders strongly influenced their OCB. However, employee perceptions of CSR toward employees, customers and government influenced neither their job performance nor OCB.
U2 - 10.1080/09585192.2014.934892
DO - 10.1080/09585192.2014.934892
M3 - Article
VL - 26
SP - 1226
EP - 1242
JO - The International Journal of Human Resource Management
JF - The International Journal of Human Resource Management
SN - 0958-5192
IS - 9
ER -