The Role of Job Crafting and Perceived Organizational Support in the Link between Employees’ CSR Perceptions and Job Performance: A Moderated Mediation Model
- 67 Downloads
This study aims to test the mediating effect of job crafting on the relationship between employees’ corporate social responsibility (CSR) perceptions and job performance, as well as the moderating effects of perceived organizational support (POS) on the employee CSR perceptions – job performance relationship. Utilizing survey-based data from South Korean samples, this study analyzed the responses of 181 hotel employees who reported their CSR perceptions and their own job crafting, together with their supervisor-rated job performance one month later. Job crafting fully mediated the positive relationship between employees’ CSR perceptions and job performance, the positive association between employees’ CSR perceptions and job crafting being more pronounced when organizational support was high than when it was low. Furthermore, organizational support was found to moderate the indirect effect of employees’ CSR perceptions and job performance through job crafting.
KeywordsEmployees’ CSR perceptions Job crafting Job performance Perceived organizational support
Compliance with Ethical Standards
Conflict of Interest
The authors declare that they have no conflict of interest.
All procedures performed in studies involving human participants were in accordance with the ethical standards of the institutional and/or national research committee and with the 1964 Declaration of Helsinki and its later amendments or comparable ethical standards.
Informed consent was obtained from all individual participants included in the study.
- Aguinis, H., & Glavas, A. (2017). On corporate social responsibility, sensemaking, and the search for meaningfulness through work. Journal of Management. https://doi.org/10.1177/0149206317691575.
- Aiken, L., & West, S. (1991). Multiple regression: Testing and interpreting interactions. Newbury Park: Sage.Google Scholar
- Baruch, Y., & Bozionelos, N. (2010). Career issues. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology, volume 2: Selecting & Developing Members of the organization (pp. 67–113). Washington, DC: American Psychological Association.Google Scholar
- Dutton, J. E., Roberts, L. M., & Bednar, J. (2010). Pathways for positive identity construction at work: Four types of positive identity and the building of social resources. Academy of Management Review, 35, 265–293.Google Scholar
- Ghitulescu, B. E. (2006). Shaping tasks and relationships at work: Examining the antecedents and consequences of employee job crafting (unpublished dissertation). Pittsburgh: University of Pittsburgh.Google Scholar
- Glavas, A. (2016a). Corporate social responsibility and organizational psychology: An integrative review. Frontiers in Psychology, 7, 144.Google Scholar
- Glavas, A. (2016b). Corporate social responsibility and employee engagement: Enabling employees to employ more of their whole selves at work. Frontiers in Psychology, 7, 746.Google Scholar
- Hur, W., Moon, T., & Ko, S. (2018). How employees’ perceptions of CSR increase employee creativity: Mediating mechanisms of compassion at work and intrinsic motivation. Journal of Business Ethics., 153, 629–644.Google Scholar
- Kanter, R. M. (1988). When a thousand flowers bloom: Structural, collective and social conditions for innovation in organizations. In B. M. Straw & L. L. Cummings (Eds.), Research in Organizational Behavior, 10, 123–167.Google Scholar
- Melynyte, O., & Ruzevicius, J. (2008). Framework of links between corporate social responsibility and human resource management. Forum Ware International, 1, 23–34.Google Scholar
- Moon, T. W., Youn, N., Hur, W. M., & Kim, K. M. (2018). Does employees’ spirituality enhance job performance? The mediating roles of intrinsic motivation and job crafting. Current Psychology, 1–17. https://doi.org/10.1007/s12144-018-9864-0.
- Nunnally, J. C. (1978). Psychometric theory. New York: McGraw-Hill.Google Scholar
- Podsakoff, P. M., MacKenzie, S. B., & Podsakoff, N. P. (2012). Sources of method bias in social science research and recommendations on how to control it. Annual Review of Psychology, 63, 539–569.Google Scholar
- Pratt, M. G., & Ashforth, B. E. (2003). Fostering meaningfulness in working and at work. In K. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organizational scholarship: Foundations of a new discipline (pp. 308–327). San Francisco: Berrett-Koehler.Google Scholar
- Stride, C.B., Gardner, S., Catley, N., & Thomas, F. (2015). Mplus code for the mediation, moderation, and moderated mediation model templates from Andrew Hayes’ PROCESS analysis examples. Retrieved from www.offbeat.group.shef.ac.uk/FIO/mplusmedmod.htm
- Turban, D. B., & Greening, D. W. (1997). Corporate social performance and organizational attractiveness to prospective employees. Academy of Management Journal, 40, 658–672.Google Scholar
- Weick, K. E. (1995). Sensemaking in organizations. Thousand Oaks: Sage.Google Scholar