Publicação
Are employee-focused CSR practices promoting psychological well-being at work? The mediating role of perceived organizational support in a comparison study of affective and psychological well-being of employees
| Resumo: | Initially, the commitment to socially responsible practices in running a business has been primarily aligned to ensure economic performance by addressing issues regarding external stakeholders. The focus of corporate social responsibility (CSR) practices has then gradually shifted to internal stakeholders, namely employees. Thereby, previous research determined several favorable employee outcomes predicted by an adequate implementation of CSR practices in organizations including higher levels of organizational commitment, organizational identification or well-being. Since well-being at work has been usually determined by moods and emotional states in form of positive and negative affect, little attention was paid to employees’ deeper-rooted psychological well-being in the context of employee-focused CSR activities. Given that employees perceive CSR practices in terms of the extent to which they feel being taken care of and supported, it is not only of interest to examine the general potential impact of CSR practices on employees' psychological well-being compared to affective well-being, but also whether perceived organizational support acts as a mediator. A survey with 150 participants was conducted, assessing employees’ affective and psychological well-being and their perceptions of the support and the CSR activities of their organizations. Evidence was found that employees’ perceptions of their organization’s CSR practices positively influence their psychological and affective well-being and that perceived organizational support mediates those relationships. Consequently, CSR practices not only tend to take positive effect on employees’ affectional sates but also guide their psychological consciousness serving as a powerful tool to increase employees' affective and psychological well-being. |
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| Autores principais: | Kau, Emily Luisa |
| Assunto: | Responsabilidade social das empresas -- Corporate social responsibility Psychological well-being Affective well-being Perceived organizational support Personnel management Bem-estar psicológico Bem-estar afetivo Perceção de suporte organizacional Gestão de pessoal |
| Ano: | 2023 |
| País: | Portugal |
| Tipo de documento: | dissertação de mestrado |
| Tipo de acesso: | acesso aberto |
| Instituição associada: | ISCTE |
| Idioma: | inglês |
| Origem: | Repositório ISCTE |
| Resumo: | Initially, the commitment to socially responsible practices in running a business has been primarily aligned to ensure economic performance by addressing issues regarding external stakeholders. The focus of corporate social responsibility (CSR) practices has then gradually shifted to internal stakeholders, namely employees. Thereby, previous research determined several favorable employee outcomes predicted by an adequate implementation of CSR practices in organizations including higher levels of organizational commitment, organizational identification or well-being. Since well-being at work has been usually determined by moods and emotional states in form of positive and negative affect, little attention was paid to employees’ deeper-rooted psychological well-being in the context of employee-focused CSR activities. Given that employees perceive CSR practices in terms of the extent to which they feel being taken care of and supported, it is not only of interest to examine the general potential impact of CSR practices on employees' psychological well-being compared to affective well-being, but also whether perceived organizational support acts as a mediator. A survey with 150 participants was conducted, assessing employees’ affective and psychological well-being and their perceptions of the support and the CSR activities of their organizations. Evidence was found that employees’ perceptions of their organization’s CSR practices positively influence their psychological and affective well-being and that perceived organizational support mediates those relationships. Consequently, CSR practices not only tend to take positive effect on employees’ affectional sates but also guide their psychological consciousness serving as a powerful tool to increase employees' affective and psychological well-being. |
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