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How corporate social responsibility perceptions affect employees’ positive behavior in the hospitality industry: moderating role of responsible leadership

Abstract

Corporate social responsibility (CSR) has become a very important topic of discussion for the last couple of decades and several types of research have been conducted on this topic. Many of the previous studies discuss the impact of CSR on organizational outcomes. But this study expanded the CSR concept by investigating the positive effect of employees' perceived CSR on their behavior through moderating effect of responsible leadership (RL). This study is based on a sample gathered from Moroccan hotels which include 422 employees and 109 department managers. For the analysis of our data, we used the structured equation modeling (SEM) technique. The findings of the study reveal that CSR positively affects employee commitment, employee engagement, and employee organizational citizenship behavior respectively. Moreover, the proposed relationships between CSR and employee commitment (EC), employee engagement (EE), and employee organizational citizenship behavior (EOCB) were found to be positively moderated by responsible leadership (RL). So, the findings suggest that under strong responsible leadership, employees are more committed, engaged and show better organizational citizenship behaviors (OCBs). At the end of this study, implications and recommendations for future research are given.

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Appendix

Appendix

Measurement Items

Corporate Social Responsibility Scale (Turker, 2009)

  • CSR1. Our hotel targets sustainable growth which considers future generations.

  • CSR2. Our hotel participates in activities which aim to protect and improve the quality of the natural environment.

  • CSR3. Our hotel makes investment to create a better life for future generations.

  • CSR4. Our hotel emphasizes the importance of its social responsibilities to the society.

  • CSR5. Our hotel contributes to campaigns and projects that promote the well-being of the society.

  • CSR6. Our hotel implements special programs to minimize its negative impact on the natural environment.

Responsible leadership Scale (Voegtlin, 2011)

  • RL1. I consider the consequences of decisions for the affected stakeholders.

  • RL2. I involve the affected stakeholders in the decision-making process.

  • RL3. I try to achieve a consensus among the affected stakeholders.

  • RL4. I demonstrate awareness of the relevant stakeholder claims

  • RL5. I weigh different stakeholder claims before making a decision

Employee engagement Scale (May et al., 2004)

Cognitive

  • EE1. Performing my job is so absorbing that I forget about everything else.

  • EE2. I often think about other things when performing my job. (r)

  • EE3. I am rarely distracted when performing my job.

  • EE4. Time passes quickly when I perform my job.

Emotional

  • EE5. I really put my heart into my job.

  • EE6. I get excited when I perform well on my job.

  • EE7. I often feel emotionally detached from my job. (r)

  • EE8. My own feelings are affected by how well I perform my job.

Physical

  • EE9. I exert a lot of energy performing my job.

  • EE10. I stay until the job is done.

  • EE11. I avoid working overtime whenever possible. (r)

  • EE12. I take work home to do.

  • EE13. I avoid working too hard. (r)

Employee commitment Scale (Kahle et al., 1988)

  • EC1. I feel loyalty towards my hotel name.

  • EC2. My hotel is always the first choice for me.

  • EC3. I prefer my hotel to other hotels even if they offer better incentives for me.

Employee organizational citizenship behavior Scale (Boiral & Paille, 2012)

  • OCBE1. I spontaneously give my time to help my colleagues take the environment into account in everything they do at work

  • OCBE2. I encourage my colleagues to adopt more environmentally conscious behavior

  • OCBE3. I encourage my colleagues to express their ideas and opinions on environmental issues

  • OCBE4. I spontaneously speak to my colleagues to help them better understand environmental problems

  • OCBE5. Even when I am busy, I am willing to take time to share information on environmental issues with new colleagues

  • OCBE6. I actively participate in environmental events organized in and/or by my hotel

  • OCBE7. I undertake environmental actions that contribute positively to the image of my hotel

  • OCBE8. I voluntarily carry out environmental actions and initiatives in my daily work activities

  • OCBE9. I make suggestions to my colleagues about ways to protect the environment more effectively, even when it is not my direct responsibility

  • OCBE10. I suggest new practices that could improve the environmental performance of my hotel

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Bouichou, S.I., Wang, L. & Feroz, H.M.B. How corporate social responsibility perceptions affect employees’ positive behavior in the hospitality industry: moderating role of responsible leadership. Int Rev Public Nonprofit Mark (2021). https://doi.org/10.1007/s12208-021-00309-z

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Keywords

  • Corporate social responsibility
  • Employee commitment
  • Employee engagement
  • Employee organizational citizenship behavior
  • Responsible leadership