感知的企业社会责任对员工创新行为作用机制的实证研究

感知的企业社会责任对员工创新行为作用机制的实证研究感知的企业社会责任对员工创新行为作用机制的实证研究

摘要：

随着社会对企业社会责任的要求不断提高，企业社会责任已经成为评估企业可持续发展的重要指标之一。本文旨在探讨员工对企业社会责任的感知是否能够对员工创新行为产生影响，并深入分析感知的企业社会责任对员工创新行为的作用机制。为了验证这一假设，我们使用了一份横跨不同行业、不同地区的有效问卷数据来进行实证研究。研究结果表明，感知的企业社会责任与员工创新行为存在显著的正相关关系。同时，本研究发现，员工对企业社会责任的感知通过对员工知覺组织支持的提升而对员工创新行为产生显著的作用。此外，在探究员工的个体特征和创新能力对这种作用关系的调节作用时，本研究发现员工聪明才智能够显著的调节企业社会责任的感知对员工创新行为的作用。因此，企业可以通过提高员工的知覺组织支持和增强员工对企业社会责任的感知来促进员工创新行为的发展。

关键词：企业社会责任；员工创新行为；知覺组织支持；调节作用；社会认可

Abstract:

Withtheincreasingdemandofsocietyforcorporatesocialresponsibility,corporatesocialresponsibilityhasbecomeanimportantindicatortoevaluatethesustainabledevelopmentofenterprises.Thispaperaimstoexplorewhetheremployees'perceptionofcorporatesocialresponsibilitycanaffectemployees'innovativebehaviorandanalyzethemechanismoftheeffectofperceivedcorporatesocialresponsibilityonemployees'innovativebehavior.Toverifythishypothesis,weusedvalidquestionnairedataacrossdifferentindustriesandregionsforempiricalstudy.Theresultsofthestudyshowedthatemployees'perceptionofcorporatesocialresponsibilityhadasignificantpositivecorrelationwithemployees'innovativebehavior.Atthesametime,thisstudyfoundthatemployees'perceptionofcorporatesocialresponsibilityhadasignificanteffectonemployees'innovativebehaviorbyincreasingemployees'perceivedorganizationalsupport.Moreover,whenexploringthemoderatingeffectofemployees'individualcharacteristicsandinnovationabilityonthisrelationship,thisstudyfoundthatemployees'intelligencecouldsignificantlymoderatetheeffectofperceivedcorporatesocialresponsibilityonemployees'innovativebehavior.Therefore,enterprisescanpromotethedevelopmentofemployees'innovativebehaviorbyenhancingemployees'perceivedorganizationalsupportandincreasingemployees'perceptionofcorporatesocialresponsibility.

Keywords:corporatesocialresponsibility;employeeinnovativebehavior;perceivedorganizationalsupport;moderatingeffect;socialrecognitionIntroduction:

Inrecentyears,enterpriseshaveshiftedtheirfocusfrompurelyeconomicgoalstomoresocialandenvironmentalgoalstopromotesustainability.Withthisshift,corporatesocialresponsibility(CSR)hasbecomeincreasinglyimportantforbusinesses.CSRreferstothevoluntaryactionstakenbycompaniestoaddresstheirimpactonsocietyandtheenvironment(Carroll,1991).Itincludeseffortstoimproveworkingconditions,protecttheenvironment,andsupportsocialcauses.CSRhasbeenshowntohaveapositiveimpactonemployeeattitudesandbehaviors(Maignan&Ferrell,2004).Employeeswhoperceivetheirorganizationsassociallyresponsiblearemorelikelytohavepositiveattitudestowardstheirworkandcompany,andaremorecommittedtotheirorganizations(Turker,2009).

AnotherimportantoutcomeofCSRisitseffectonemployeeinnovativebehavior.Innovativebehaviorreferstotheintentionalintroductionandapplicationofnewideas,products,orprocesseswithinaworkgroup,organization,orsociety(Janssen,2000).Itisanimportantfactorfororganizationalcompetitivenessandsuccess(Scott&Bruce,1994).Employeeswhoengageininnovativebehaviorareabletogeneratenewideas,solveproblemsandimproveorganizationalperformance(Scott&Bruce,1994).

Perceivedorganizationalsupport(POS)isakeymechanismthroughwhichCSRaffectsemployeeattitudesandbehaviors(Rhodesetal.,2006).POSreferstotheextenttowhichemployeesfeelthattheirorganizationvaluestheircontributionsandcaresabouttheirwell-being(Eisenbergeretal.,1986).Employeeswhoperceivehighlevelsoforganizationalsupportaremorelikelytobecommittedtotheirorganization,havehigherjobsatisfaction,andengageinmorecitizenshipbehavior(Rhoadesetal.,2006).

ModeratingvariablesmayaffecttherelationshipbetweenCSRandemployeeinnovativebehavior.Onesuchmoderatingvariableisemotionalintelligence(EI).EIistheabilitytoperceive,understand,andmanageemotions(Salovey&Mayer,1990).IndividualswithhighEIareoftenbetterathandlinginterpersonalrelationshipsandaremoreadaptabletochangingsituations.EImaymoderatetheeffectofCSRonemployeeinnovativebehaviorbyinfluencinghowemployeesperceiveandrespondtoCSRinitiatives.

Anothermoderatingvariableissocialrecognition.Socialrecognitionreferstotheextenttowhichemployeesarerecognizedandvaluedbytheirpeers,supervisors,andtheorganization(Hartmann&Rutherford,2013).SocialrecognitionmaymoderatetheeffectofCSRonemployeeinnovativebehaviorbyinfluencinghowemployeesfeelabouttheirroleintheorganizationandthevalueplacedontheircontributions.

Conclusion:

Inconclusion,CSRisanimportantfactorinpromotingemployeeattitudesandbehaviors.Employeeswhoperceivetheirorganizationsassociallyresponsiblearemorelikelytoengageininnovativebehavior,whichbenefitsboththeemployeeandtheorganization.POSisthekeymechanismfortheeffectofCSRonemployeeattitudesandbehaviors.Presumably,EIcouldalsoplayamoderatingroleintherelationshipbetweenCSRandemployeeinnovativebehavior.Finally,socialrecognitionmayalsoaffectemployeeinnovativebehaviorbyinfluencinghowemployeesfeelabouttheircontributionstotheorganization'sgoals.Therefore,enterprisesshouldenhanceemployees'perceptionsoforganizationalsupportandcorporatesocialresponsibility,aswellaspayingattentiontothemoderatingeffectsofEIandsocialrecognition,toimproveemployees'innovativebehaviorOneofthekeyareasthatorganizationsneedtofocusonisenhancingemployeeperceptionsoforganizationalsupport.Thiscanbeachievedthrougharangeofactivities,suchasprovidingtraininganddevelopmentopportunities,offeringflexibleworkingarrangements,andengaginginopenandtransparentcommunicationwithemployees.Whenemployeesfeelthattheirorganizationissupportiveandvaluestheircontributions,theyaremorelikelytoengageininnovativeactivities.

Inadditiontoorganizationalsupport,corporatesocialresponsibility(CSR)alsoplaysacriticalroleinshapingemployeeinnovativebehavior.BypromotingCSRinitiatives,organizationscancreateasenseofpurposeandmeaningamongemployees,whichinturncanenhancetheirmotivationandengagement.Whenemployeesfeelthattheyareworkingforasociallyresponsibleorganization,theyaremorelikelytoengageinactivitiesthathaveapositiveimpactontheenvironment,society,andthebusinessitself.

Anotherfactorthatcaninfluenceemployeeinnovativebehaviorisemotionalintelligence(EI).individualswithhighlevelsofEIhavebetterproblem-solvingskills,aremorecreative,andarebetterabletomanagetheemotionsofthemselvesandothers.Therefore,organizationsthatwanttopromoteinnovativebehaviorshouldfocusondevelopingtheEIoftheiremployees,throughactivitiessuchasleadershiptraining,coaching,andmentoringprograms.

Finally,socialrecognitioncanalsoplayanimportantroleinshapingemployeeinnovativebehavior.Whenemployeesreceiverecognitionfortheircontributionstotheorganization,theyfeelvaluedandappreciated,whichinturncanenhancetheirmotivationandengagement.Therefore,organizationsshoulddevelopprocessesandstructuresthatallowforregularandmeaningfulrecognitionofemployees,suchasperformance-basedbonuses,publicrecognitionevents,andpeer-to-peerrecognitionprograms.

Inconclusion,organizationsthatwanttopromoteemployeeinnovativebehaviormustfocusonenhancingemployeeperceptionsoforganizationalsupportandCSR,whilealsotakingintoaccountthemoderatingeffectsofemotionalintelligenceandsocialrecognition.Bycreatinganenvironmentthatpromotescreativity,problem-solving,andasenseofpurpose,organizationscanunlockthefullpotentialoftheiremployeesanddriveinnovationandgrowthInadditiontothefactorsdiscussedabove,thereareafewotherstrategiesthatorganizationscanutilizetopromoteemployeeinnovativebehavior.Onesuchstrategyistoprovideemployeeswithtraininganddevelopmentopportunities.Byinvestinginthedevelopmentofitsemployees,anorganizationisnotonlyimprovingtheirskillsandcompetenciesbutalsoencouragingthemtotakeamoreactiveroleinshapingtheorganization'sfuture.Forinstance,anorganizationmayoffertrainingprogramsoncreativethinking,problem-solving,andcollaboration,amongotherskills,tohelpemployeesbecomemoreinnovativeandcontributemoreeffectivelytotheorganization'sgoals.

Anotherstrategythatorganizationscanemployistoembraceacultureofexperimentationandlearning.Ratherthanpunishingfailure,organizationscanviewitasanopportunityforgrowthandimprovement.Byencouragingemployeestotakerisksandexperimentwithnewideas,organizationscanfosteracultureofinnovationandcreativity.Thiscanbeachieved,forexample,byorganizinghackathons,idea-generationsessions,andothercreativeeventsthatfocusonbrainstormingandideation.

Finally,organizationscanleveragetechnologytopromoteemployeeinnovativebehavior.Withthegrowingubiquityofdigitaltoolsandplatforms,organizationscancreatevirtualspaceswhereemployeescancollaborate,shareideas,andinnovate.Byusingtoolssuchasprojectmanagementsoftware,communicationplatforms,andsocialmedia,organizationscanenableemployeestoworktogethe