Summaries of articles
Summaries of articles
Tafaria Rubin
Graduate Psychology Department, Purdue University Global
PS598-
DR.A
April 24th ,2023
Summaries of articles
“Farid, T., Iqbal, S., Ma, J., Castro-González, S., Khattak, A., & Khan, M. K. (2019). Employees’ perceptions of CSR, work engagement, and organizational citizenship behavior: The mediating effects of organizational justice. International journal of environmental research and public health, 16(10), 1731.”
Farid et al. (2019) examine how organizational justice mediates the link between workers’ views of corporate social responsibility (CSR), job engagement, and organizational citizenship behavior (OCB). Organizational justice modulates the CSR-employee outcomes relationship, which the authors hope to add to the research. The cross-sectional survey included 350 Pakistani workers from diverse businesses. Self-report questionnaires assessed CSR, job engagement, organizational fairness, and OCB. Structural equation modeling tested the variable relationships. The study found that CSR views positively affected job engagement and OCB, mediated via organizational justice. In particular, socially responsible firms had better organizational justice, which improved work engagement and OCB. Work involvement partially mediated organizational justice and OCB.
The study found that CSR and organizational justice boost employee engagement and OCB. The data also suggest that CSR initiatives make firms appear fairer, which may improve employee attitudes and behavior. The study suggests CSR and organizational justice can improve employee outcomes. Doing so can boost productivity, job satisfaction, and retention by increasing employee engagement and commitment. The study’s attention on organizational justice’s mediating function sheds light on CSR-employee outcomes pathways. The study also included a varied sample of employees from various businesses, which improves generalizability.
The study has certain drawbacks. Self-report measures, which are biased, were used in the study. Second, the study was cross-sectional, which restricts causation. Finally, the study was done in one nation, limiting its applicability to other cultures. The paper supports my study suggestion on how CSR affects hospitality employee outcomes. The data helps my premise that CSR initiatives boost employee engagement and OCB. The study’s shortcomings highlight that further research is needed to understand the processes behind the CSR-employee outcomes link and how these associations may vary among cultures. My planned research will use a longitudinal method and several data sources to progress the validity of the outcomes.
“Li, J. Y., Sun, R., Tao, W., & Lee, Y. (2021). Employee coping with organizational change in the face of a pandemic: The role of transparent internal communication. Public Relations Review, 47(1), 101984.”
Public Relations Review’s article “Employee Coping with organizational change in the Face of a Pandemic: The Role of transparent internal communication” examines how employees coped with organizational changes during the COVID-19 pandemic. Transparent communication affects work satisfaction, organizational commitment, and perceived support. The cross-sectional poll included 432 Chinese employees from diverse businesses; an online questionnaire measured transparent internal communication, administrative support, work satisfaction, and organizational commitment. Structural equation modeling was used to test variable relationships.
The study showed that transparent internal communication mitigated the pandemic’s adverse effects on work satisfaction, organizational commitment, and perceived support. Corporate support also increased work satisfaction, organizational loyalty, and perceived support. According to the authors, transparent communication promotes employee well-being throughout the organizational transformation, especially during a pandemic. The research emphasizes the need for timely and accurate employee information, feedback and interaction, and organizational openness.
The study suggests that companies should prioritize honest communication during times of transition like the COVID-19 epidemic. By doing so, companies may improve employee job satisfaction, work atmosphere, and organizational dedication and support. The COVID-19 pandemic has changed organizations globally, making the study relevant and vital. Internal validity was increased through proper research methodologies that examined the constructs of interest. The study’s modest sample size and one-country focus may restrict its generalizability. The article’s findings will help me explore how communication techniques affect employee well-being throughout the organizational transition. The data supports my premise that honest communication promotes employee well-being throughout the transformation. My research proposal will address the study’s weaknesses, such as the small sample size, to improve generalizability.
“Ng, T. W., Yam, K. C., & Aguinis, H. (2019). Employee perceptions of corporate social responsibility: Effects on pride, embeddedness, and turnover. Personnel Psychology, 72(1), 107-137.”
Ng, Yam, and Aguinis (2019) examine how workers’ CSR views impact pride, embeddedness, and turnover. The study examines how CSR affects employee attitudes and behavior. 2,089 Singaporean employees were surveyed regarding their employer’s CSR, pride, embeddedness, and desire to stay or quit. The authors observed that socially responsible organizations increased satisfaction and embeddedness, which decreased turnover intentions. According to the report, CSR may improve employee attitudes and behavior, making it a worthwhile investment for companies. The study’s colossal sample size and various companies improve generalizability. The authors also employ validated measures of CSR, pride, embeddedness, and turnover intentions to improve research reliability and validity. The cross-sectional approach limits causal conclusions about CSR and employee attitudes and behavior. This paper supports my study on how CSR affects employee engagement by showing that CSR may positively affect employee attitudes and actions. My premise that CSR improves employee attitudes and behavior was confirmed. My proposed study will use a longitudinal approach to examine the causal link between CSR and employee engagement. The article’s insights about CSR and employee attitudes and behaviors can inform HR practices and policies.
“Ahmad, A. B., Butt, A. S., Chen, D., & Liu, B. (2023). A mediated model of the effect of organizational culture on the intentions to engage in change-supportive behaviors: Insights from the theory of planned behavior. Journal of Management & Organization, 29(2), 345-365.”
Ahmad et al. (2023) analyze how company culture affects workers’ change-supportive actions. The study uses the theory of planned behavior to examine whether attitude, subjective norm, and perceived behavioral control moderate the link between corporate culture and workers’ change-supportive behavior intentions. The authors surveyed 358 Pakistani workers in diverse businesses. Organizational culture, attitude, subjective norm, perceived behavioral control, and change-supportive behavior intents were measured. Attitude, personal standards, and perceived behavioral control moderate the association between corporate culture and change-supportive behaviors. Thus, workers’ attitudes toward change, their awareness of social pressure to engage in change-supportive actions, and their supposed ability to do so suggestively affect the association between organizational culture and their purposes to do so.
The authors contend that managers must build a caring corporate ethos that promotes favorable attitudes toward alteration, social support for alteration, and workers’ perceived aptitudes to support change. Groups may utilize these outcomes to build involvements that target these criteria to enhance workers’ intentions to engage in change-supportive activities. This paper has a robust theoretical background, a significant sample size, and a rigorous statistical analysis. However, the sample’s homogeneity restricts generalizability to other cultures or nations. Self-reported data may influence the study’s conclusions.
This article will help my study project by revealing the elements that moderate the link between corporate culture and workers’ change-supportive actions. My hypothesis that a friendly corporate culture encourages change-supporting behaviors was confirmed. However, the study’s flaws advise rerunning it with a more varied sample and alternate methodologies to avoid bias. This article will help me expand my suggested study’s understanding of the elements that influence workers’ change-supportive behavior.
