Corporate social responsibility: the organizational view

Designing strategies for corporate social responsibility (CSR)-practice nowadays has become essential for organizations. Notwithstanding, how organizations appear internally in a socially responsible context toward their employees has been insufficiently investigated. This study aims at ascertaining how Internal CSR can be conceptualized as well as how it affects employees’ commitment. To do so, the manifestations of Internal CSR are discussed based on social identity theory and further literature, while the developed research model is checked for suitability through a survey generating 2081 employee responses from an international pharmaceutical company. As one result, it can be stated that the factors proposed to constitute Internal CSR are confirmed. Further, the findings entail the following conclusions: Internal CSR has a notable influence on employees’ Affective Organizational Commitment whilst relatively moderate impacting Normative Organizational Commitment. Additionally, Affective Organizational Commitment adopts a mediating function regarding Normative Organizational Commitment.     

Pride in task completion and organizational citizenship behaviour: Evidence from the ethnographic literature

Abstract

Pride in task completion has been observed to be consistently important to workers, although these self-conscious emotions have received little attention as a construct worthy of investigation in the workplace. Organizational ethnographies provide a unique opportunity for an in-depth look at pride and Organizational Citizenship Behaviour (OCB), An analysis of the existing set of published book-length workplace ethnographies (n = 108) reveals that both job satisfaction and pride in task completion are significantly associated with OCB. Associations between pride and OCB appear to be stronger than associations between job satisfaction and OCB. Workers' characteristic mood states, such as the pleasurable emotions created by pride in work and unpleasant feelings of shame from perceptions of chronic failure, appear to be highly relevant to the promotion of desirable outcomes for organizations. The results of this study illustrate the value of ethnographic data in the study of workplace emotions, cognitions, and their potential behavioural sequelae     

Advancing workplace spiritual development: A dyadic mentoring approach

Workplace spirituality has become the focus of several major business organizations and scholars. Research has found spirituality to be most beneficial when fostered at the individual rather than collective level (Herman & Gioia, 1998; Krishnakumar & Neck, 2002). Yet, little is known about how leaders deploy workplace spirituality to the individual level and sustain it over time. To address this question, the case is made that spirituality at work may best be fostered through a dyadic mentorship. Accordingly, a concept of spiritual mentoring is proposed, which takes an authentic self perspective to spirituality while approaching spiritual development as best served through a co-created, dyadic process. Drawing on previous research, spiritual mentoring is organized into three categories – inner life, meaningful work, and context/connectedness – and presented as a temporal process through which leaders may provide these supportive behaviors. Prospective outcomes of spiritual mentoring are described, and potential barriers are considered.     

Analysis of human capital development in Puerto Rico: summary and conclusions

This study explored whether perceptions of organizational business ethics differ by hierarchical levels. The study sample included more than 40,000 executives, mid-level managers and non-managerial employees from business organizations in six countries: Brazil, China, Germany, India, the UK and the US. We found that executives provided the most positive assessment of ethical business culture within their respective organizations. Employees’ assessments were less positive, and mid-level managers’ assessments fell in the middle. Organizational size and respondents’ age were not related to differences in responses. Statistically significant differences among hierarchical levels were found in Brazil, the US, Germany, the UK and China. Differences were not significant in India. Executives with longer tenure at the same organization tended to provide higher ratings of organizations’ ethical cultures, while managers’ and employees’ ratings tended to decrease with time.