Resources

Aguinis H, Glavas A. (2012). What we know and don’t know about corporate social responsibility: A review and research agenda. Journal of Management, 38, 932–968.

• CSR initiatives lead to positive organizational outcomes such as improved business reputation, customer loyalty, and performance.

Beheshti N (2019). 10 Timely Statistics About The Connection Between Employee Engagement And Wellness. Forbes. Published online at https://www.forbes.com/sites/nazbeheshti/2019/01/16/10-timely-statistics-about-the-connection-beween-employee-engagement-and-wellness/?sh=4753c10522a0.

• "Employees who feel their voice is heard are 4.6 times more likely to feel empowered to perform their best work"

• "Highly engaged teams show 21% greater profitability"

Cone Communications, “Past. Present. Future. The 25th Anniversary of Cause Marketing,” Boston, MA, 2009, at <www.coneinc.com>

• Companies that provide substance and meaning will be rewarded with high employee pride, morale and retention.

Eurofound (2020), How does employee involvement in decision-making benefit organisations?, European Working Conditions Survey 2015 series, Publications Office of the European Union, Luxembourg.

• "Nearly half of employees (47%) working in a high-involvement organisation report a high level of work engagement, almost double the share working in low-involvement organisations (24%). Employees who have a high level of work engagement demonstrate a more positive orientation towards their work. They are less often absent from work, are more likely to put in extra effort, prefer a later retirement age, and report higher levels of well-being."

Gallup (2013). State of the Global Workplace: Employee Engagement Insights for Business Leaders Worldwide. Washington, DC: Gallup.

• Companies "scoring in the top half on employee engagement nearly doubled their odds of success compared with those in the bottom half"

Glavas, A. (2016). Corporate Social Responsibility and Employee Engagement: Enabling Employees to Employ More of Their Whole Selves at Work. Front. Psychol., 7. https://doi.org/10.3389/fpsyg.2016.00796

• "positive and significant relationship between employee perceptions of CSR and employee engagement"

Glavas, A., and Piderit, S. K. (2009). How does doing good matter? Effects of corporate citizenship on employees. J. Corporate Citizensh. 36, 51–70. doi: 10.9774/GLEAF.4700.2009.wi.00007

• "[R]egression analyses and structural equation modelling support the hypotheses that employees who perceive higher levels of corporate citizenship will report higher levels of engagement, high-quality connections and creative involvement."

Greening, D. W., & Turban, D. B. 2000. Corporate social performance as a competitive advantage in attracting a quality workforce. Business and Society, 39: 254 –280.

• "[P]rospective job applicants are more likely to pursue jobs from socially responsible firms than from firms with poor social performance reputations."

Jones, D. A., Willness, C. A., and Madey, A. (2014). Why are job seekers attracted by corporate social performance? Experimental and field tests of three signal-based mechanisms. Acad. Manag. J. 57, 383–404. doi: 10.5465/amj.2011.0848

• "[F]indings suggest that perceived value fit is an important mechanism affecting organizational attractiveness"

Korschun, D., Bhattacharya, C. B., and Swain, S. D. (2014). Corporate social responsibility, customer orientation, and the job performance of frontline employees. J. Market. 78, 20–37. doi: 10.1509/jm.11.0245

• "employees identify with the organization...as a function of how much the employees perceive management...to support the company’s CSR activities. However, these respective effects are stronger among employees for whom CSR is already tied to their sense of self (i.e., CSR importance to the employee)."

Orlitzky, M., Schmidt, F. L., Rynes, S. L. 2003. Corporate social and financial performance: A meta-analysis. Organization Studies, 24: 403-441.

• "[T]here is a positive association between CSP and CFP across industries and across study contexts"

Rich, B. L., LePine, J. A., and Crawford, E. R. (2010). Job engagement: antecedents and effects on job performance. Acad. Manag. J. 53, 617–635. doi: 10.1097/JOM.0000000000000223

• Value congruence predicts job satisfaction and job involvement