The hidden factor behind corporate social responsibility

A new review of 61 studies finds that employee perceptions of CSR motives have real consequences for workplace behavior.

A new study from Bowling Green State University finds that employees do not simply accept corporate social responsibility efforts at face value. They form their own judgments about why their organization is acting, and those judgments shape how they respond.

The research was conducted by Dr. Joseph M. Yestrepsky, assistant professor of management in the Schmidthorst College of Business, and Matthew M. Piszczek. Their review examined 61 published studies across eight academic databases and multiple disciplines.

The review found that researchers have used different labels for the same ideas, and the same labels for different ideas. This has made it hard to draw clear conclusions from the existing research.

One finding challenges a common assumption. Employees who believe their company pursues corporate social responsibility mainly for its own financial gain do not always respond negatively. The review found that this can sometimes produce neutral or even positive outcomes.

For organizations, the takeaway is clear. Employees will form opinions about CSR motives whether or not leadership explains its reasoning. Companies that do not shape that message risk undermining the initiatives they invest in. The authors recommend that HR departments be involved in CSR planning and that communication with employees be clear, consistent and genuine.

A systematic review of employees' corporate social responsibility attributions and their impact is avaiable via Science Direct.