Employees' perception of corporate social responsibility and performance: the mediating roles of job satisfaction, organizational commitment and organizational trust

Purpose orporate social responsibility (CSR) is an evolving concept which is increasingly being adopted by companies with the purpose of creating sustained organizational growth. However, while the impact of CSR practices on employees' behaviors and attitudes has been recognized over the years, the relationship between CSR practices and employee performance remains underexplored. Design/methodology/approach Drawing on social identity theory and using the partial least squares structural equation method, this research examines the impact of CSR practices on employees' performance in a sample of 171 employees belonging to the construction industry. Findings The findings do not support the existence of a direct relationship between employees' perception of CSR and their performance; instead, they indicate that this relationship is mediated by job satisfaction and organizational trust. Research limitations/implications The data concerns employees' self-reported measures on their perceived CSR and the study was conducted in a single industry. Practical implications Adopting CSR initiatives in company strategies is worthy as the perceptions of employees and their performance is positively influenced by their organization's CSR activities. Managers should properly communicate and involve internal stakeholders in socially responsible practices to increase their awareness. Originality/value This article analyzes the impact of employees' perception of CSR on employees' performance through the roles of employee organizational trust and job satisfaction as mediating variables in a highly socially pressured industry such as construction.