Fang He
George Washington University, School of Business
Looking beyond social performance: How do employee-focused corporate social responsibility practices contribute to a more satisfied, committed workforce?

fanghe@gwmail.gwu.edu

Vivianna Fang He is a third year doctoral student in the Department of Management at the George Washington University School of Business. Her research areas include a range of organizational behaviours from citizenship behaviours to counter-productive work behaviours. During her study at George Washington University, she also developed an interest in the corporate citizenship - Corporate Social Responsibility. Currently, Vivianna is working on the Sustaining Competitive and Responsible Enterprise (SCORE) project with the International Labour Organization (ILO) in Geneva, Switzerland. Prior to joining the George Washington University, Vivianna worked as a research assistant at the Research Centre of Chinese Management located in Xi'an, China. She has been active in the discussion of human right conditions in Chinese enterprises and conducted research on the discrimination against rural migrant workers. Vivianna holds a BS in Tourism and Hospitality Management from Xiamen University.

Looking beyond social performance: How do employee-focused corporate social responsibility practices contribute to a more satisfied, committed workforce?

Employee as the unit of analysis has been overlooked in the Corporate Social Responsibility (CSR) literature. I therefore focus on a specific set of CSR policies and practices that specifically target employees as a stakeholder group (CSRe) and present a conceptual model that utilizes motivational theories to understand the profound impact of CSRe. I propose that CSRe improves employees' perceptions of procedural justice, organizational support, and organization image, which in turn contribute to a higher level of employee job satisfaction and organizational commitment. Furthermore, the personal relevance of CSRe to an employee moderates the relationships between CSRe and related organizational perceptions of the focal employee. I conclude with a discussion of the theoretical and practical implications of the present model and suggestions for future research directions.