Employee reactions to corporate social responsibility: an organizational justice framework

We seek to bridge the macro concept of corporate social responsibility (CSR) with micro research in organizational justice. A theoretical model is presented whereby employees' perceptions of CSR impact their subsequent emotions, attitudes, and behaviors, mediated by instrumental, relational, an...

Full description

Saved in:
Bibliographic Details
Published inJournal of organizational behavior Vol. 27; no. 4; pp. 537 - 543
Main Authors Rupp, Deborah E., Ganapathi, Jyoti, Aguilera, Ruth V., Williams, Cynthia A.
Format Journal Article
LanguageEnglish
Published Chichester, UK John Wiley & Sons, Ltd 01.06.2006
John Wiley & Sons
Subjects
Business structures
Corporate social responsibility
Corporations
Employee motivation
Employees
Fairness
Justice
Literature
Motivation
Perceptions
Perceptual organization
Social behavior
Social perception
Social responsibility
The Incubator
Online AccessGet full text

Cover

More Information
Summary:We seek to bridge the macro concept of corporate social responsibility (CSR) with micro research in organizational justice. A theoretical model is presented whereby employees' perceptions of CSR impact their subsequent emotions, attitudes, and behaviors, mediated by instrumental, relational, and deontic motives/needs, as well as moderated by organizations' social accounts.
Bibliography:ArticleID:JOB380
ark:/67375/WNG-H8PCD667-J
istex:1A50F9219C583707A723764769D34A5AA1282559
ObjectType-Article-1
SourceType-Scholarly Journals-1
ObjectType-Feature-2
content type line 23
ISSN:0894-3796
1099-1379
DOI:10.1002/job.380