||How does Incongruence of Employee Perception of CSR Contribute to Employee Outcome in Mobile Telecom Industry:The Mediating Role of Job Satisfaction
||Institute of Telecommunications and Management
Incongruence of employee perception of corporate social responsibility (ICSR)
Organizational citizenship behavior
Social identity theory
Social exchange theory
Mobile telecommunications industry
Corporate social responsibility (CSR) has emerged as an important topic for corporations worldwide. Facing highly competitive markets, mobile telecommunications corporations strive to portray a picture of themselves as highly socially responsible. Employees are important stakeholders and assets of any corporation, so considerable attention has been paid to the importance of employees in the CSR literature. Incongruence of employee perception of CSR (ICSR) could reduce the accuracy of the impact of corporations’ CSR strategies; in turns, it can also negatively affect employees’ organizational citizenship behavior (OCB), which is closely connected with corporate performance. The aim of this study is to examine how the ICSR of mobile telecommunications corporations influences the level of employees’ OCB. Based on social identity theory and social exchange theory, this study models ICSR as an antecedent of OCB by considering the two constructs, job satisfaction and job engagement. The extent of and the causal relationships among the constructs in the research model are empirically examined with the data collected via a self-administered questionnaire survey from 288 mobile telecommunications employees in Taiwan. Descriptive statistics analysis and confirmatory factor analysis (CFA) are respectively conducted to provide a basic summary of the sample data and to examine the discrepancies among the hypotheses and the empirical data in order to test whether the proposed theoretical model fits the empirical data. ANOVA is used to examine whether the job satisfaction and job engagement levels of respondents vary with their demographic characteristics. Subsequently, structural equation modeling (SEM) is applied to test the causal model and determine the relationships among the constructs. In addition, the mediation role of job satisfaction on the relationship between ICSR and job engagement and between ICSR and OCB is investigated in this research.
The results of the study are summarized as follows: At a level of statistical significance, ICSR negatively influences job satisfaction, job engagement, and OCB; job satisfaction positively influences job engagement, and job engagement positively influences OCB. However, the relationship between job satisfaction and OCB is found to be insignificant. A comparison of the standardized path coefficients reveals that ICSR has the strongest impact on OCB, followed by job engagement and job satisfaction. It is found that job satisfaction partially mediates between ICSR and job engagement and that job satisfaction and job engagement serially partially mediate between ICSR and OCB. Further, the ANOVA results reveal that the job satisfaction and job engagement levels of the respondents vary significantly with their demographic characteristics. Finally, managerial suggestions are provided for mobile telecommunications corporations in terms of reducing incongruence of employee perception of CSR in order to possibly increase employee OCB.
Table of Contents IV
List of Tables V
List of Figures VI
1.1 Background and Motivation 1
1.2 Research Objectives 5
Theoretical Background 6
2.1 Social Identity Theory 6
2.2 Social Exchange Theory 7
Hypotheses Development 10
3.1 Incongruence of Employee Perception of CSR 10
3.2 Job Satisfaction 11
3.3 Job Engagement 12
3.4 Organizational Citizenship Behavior 15
3.5 Mediating Role of Job Satisfaction 17
4.1 Research Model 20
4.2 Measurement Development 20
4.3 Data Collection and Sampling 26
4.4 Analysis Procedure 27
Empirical Results 32
5.1 Descriptive Statistics Analysis 32
5.1.1 Respondent Profile 32
5.1.2 Mean and standard deviation of the items 35
5.1.3 Analysis of Variance on Job Satisfaction and Job Engagement 38
5.2 Confirmatory Factor Analysis 41
5.3 Structural Equation Modeling 44
5.4 Mediation Analysis 49
Conclusion and Discussion 52
6.1 Summary of the Results 52
6.2 Managerial Implication 53
6.3 Limitations and Future Research 55
Appendix A: Items in Questionnaire 72
Appendix B: Questionnaire in Chinese 75
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