Relationship between Corporate Social Responsibility and employees' organisational identification: a survey in a Petro-Chemicalcompany.
Organizations increasingly integrate in their strategy and operations the concept of corporate social responsibility (CSR) which corresponds to organizations' volunteer commitment to manage their impacts and relationships with stakeholders in order to better contribute to societal welfare (Barnett, 2007). Although CSR is the subject of an important research stream, only few academics have investigated CSR's impact on employees (Jones, in press). Given the importance of employees as a primary stakeholder's group who perceives, contributes, evaluates and reacts to CSR (Aguilera et al., 2007) more theoretical and empirical developments are warranted to fully grasp the relationships between CSR and employees' attitudinal and behavioural reactions (Rupp et al., 2006). This study hypothesizes that CSR could effect employees work behaviours and attitudes by enhancing employees' propensity to identify to their organization. In line with the social identity theory, CSR could indeed reinforce employees' positive self-regard and feeling of belongingness, especially when the organization is committed to CSR for altruist motivations. Moreover, we suggest that the impact of CSR on organizational identification (OI) could be partly mediated by the organization's perceived external prestige (PEP) and organizational trust. A cross-sectional survey conducted on 173 employees of a Petro-Chemical company reveals that an organization's CSR associations influence employees' OI known as an important predictor of employees' behaviours (Riketta, 2005) and that this relation is mediated by organizational trust and PEP. The study also suggests the moderating effect of CSR's credibility on the relation between CSR associations and PEP. On the basis of these findings, it is argued that the salience and credibility of CSR associations can foster employees' OI, well-being and positive behaviours. Moreover, the various antecedents of employees' OI under study (CSR associations, organizational trust and PEP) represent areas over which managers have some control making this practical implication more appealing. Our study also contributes to literature on CSR and OI by extending findings on the antecedents of OI and by identifying psychological mechanism