We would like to acknowledge Monica Bielski-Boris, Robert Bruno, and Wonjoon Chung for their support of this research. We also thank David A. Waldman and two anonymous reviewers for a plethora of constructive feedback. Finally, we are indebted to Sean Cruse (United Nations Global Compact), Stephanie Klein (SHL), John Scott (APTMetrics), Sara Weiner (Kenexa, an IBM Company), and Walter Reichman (OrgVitality) for providing input on the practical significance of our work. Support for this research was provided by the Social Sciences and Humanities Research Council (SSHRC).
Applicants' and Employees' Reactions to Corporate Social Responsibility: The Moderating Effects of First-Party Justice Perceptions and Moral Identity
Version of Record online: 8 MAY 2013
© 2013 Wiley Periodicals, Inc.
Volume 66, Issue 4, pages 895–933, Winter 2013
How to Cite
Rupp, D. E., Shao, R., Thornton, M. A. and Skarlicki, D. P. (2013), Applicants' and Employees' Reactions to Corporate Social Responsibility: The Moderating Effects of First-Party Justice Perceptions and Moral Identity. Personnel Psychology, 66: 895–933. doi: 10.1111/peps.12030
- Issue online: 24 OCT 2013
- Version of Record online: 8 MAY 2013
- Accepted manuscript online: 16 FEB 2013 01:02PM EST
- Social Sciences and Humanities Research Council (SSHRC)
This research explored individuals’ reactions to perceived corporate social responsibility (CSR) using a multimotive framework. In 2 studies, the authors explored the boundary conditions of CSR effects among job applicants and internal employees. A scenario-based experiment (N = 81) showed that the effect of CSR perceptions on job applicants’ job pursuit intentions was mitigated by applicants’ first-party justice experiences, whereas it was amplified by their moral identity (Study 1). Survey data from 245 full-time employees (Study 2) further supported the interactive effects revealed in Study 1. Specifically, first-party justice perceptions attenuated the positive relationship between employees’ CSR perceptions and their organizational citizenship behavior (OCB); and the relationship between CSR perceptions and OCB was more pronounced among employees high (versus low) in moral identity. Our findings bridge the CSR and organizational justice literatures, and reveal that the effects of individuals’ CSR perceptions are more complicated than previously thought. The findings shed light on micro (employee)-level CSR phenomena and offer implications for both research and practice.