TY - JOUR
T1 - Employees’ prosocial behavioral intentions through empowerment in CSR decision-making
AU - Tao, Weiting
AU - Song, Baobao
AU - Ferguson, Mary Ann
AU - Kochhar, Sarab
N1 - Funding Information:
This research project was funded by Arthur W. Page Center at the Penn State University (# 1617FP04 ).
Funding Information:
This research project was funded by Arthur W. Page Center at the Penn State University (#1617FP04).
Publisher Copyright:
© 2018 Elsevier Inc.
PY - 2018/12
Y1 - 2018/12
N2 - This study theorizes and empirically tests a conceptual framework to understand how a company can better motivate its employees to carry out persistent prosocial behavior and develop positive organization-employee relationships through corporate social responsibility (CSR) involvement. A managerial approach, employee participative decision making in CSR, is examined for its impact on the prosocial behavioral outcome among employees and the relational outcome for the organization. Furthermore, a psychological mechanism that emphasizes employees’ perceived need satisfaction is examined as the underlying explanation that drives the effectiveness of the managerial approach. The study results support that empowering employees to co-construct CSR decisions with top management is effective in satisfying employees’ basic psychological needs for autonomy, competence, and relatedness. This in turn increases the employees’ intention to maintain long-lasting involvement in CSR and improves their relationships with the company. This study provides important implications for public relations professionals and organizational leaders on how to improve their internal CSR communication and involvement practice and cultivate desirable organization-employee relationships.
AB - This study theorizes and empirically tests a conceptual framework to understand how a company can better motivate its employees to carry out persistent prosocial behavior and develop positive organization-employee relationships through corporate social responsibility (CSR) involvement. A managerial approach, employee participative decision making in CSR, is examined for its impact on the prosocial behavioral outcome among employees and the relational outcome for the organization. Furthermore, a psychological mechanism that emphasizes employees’ perceived need satisfaction is examined as the underlying explanation that drives the effectiveness of the managerial approach. The study results support that empowering employees to co-construct CSR decisions with top management is effective in satisfying employees’ basic psychological needs for autonomy, competence, and relatedness. This in turn increases the employees’ intention to maintain long-lasting involvement in CSR and improves their relationships with the company. This study provides important implications for public relations professionals and organizational leaders on how to improve their internal CSR communication and involvement practice and cultivate desirable organization-employee relationships.
KW - Corporate social responsibility
KW - Employee involvement
KW - Organization-employee relationships
KW - Participative decision making
KW - Prosocial behavior
KW - Self-determination theory
UR - http://www.scopus.com/inward/record.url?scp=85049536714&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=85049536714&partnerID=8YFLogxK
U2 - 10.1016/j.pubrev.2018.07.002
DO - 10.1016/j.pubrev.2018.07.002
M3 - Article
AN - SCOPUS:85049536714
VL - 44
SP - 667
EP - 680
JO - Public Relations Review
JF - Public Relations Review
SN - 0363-8111
IS - 5
ER -