| Summary: | 碩士 === 國立成功大學 === 企業管理學系碩士在職專班 === 102 === In recent years, the concept of Corporate Social Responsibility has become popular all around the world. Taiwan government as well as many companies has begun to actively promote and implement Corporate Social Responsibility, which makes enterprises not only the economic engine, but also the society corporate citizens that can bring changes to the society.
In this study, questionnaire survey was adopted to discuss the relationship among employees’ cognition of Corporate Social Responsibility, organizational identity and job satisfaction, with the results shown as follows: 1. Employees’ cognition of Corporate Social Responsibility in the aspects of customer, economy, and employee had significantly positive effect on organizational identity; 2. Organizational identity had significantly positive effect on employees’ job satisfaction; 3. Employees’ cognition of Corporate Social Responsibility in the aspects of customer, economy and employee had significantly positive effect on job satisfaction; 4. Employees’ cognition of Corporate Social Responsibility in the aspect of customer, employee might have significantly positive effect on job satisfaction through the mediating effect of organizational identity.
Key words: Corporate Social Responsibility, Organizational Recognition, Job Satisfaction
INTRODUCTION
Most studies on Corporate Social Responsibility in the past were about the discussion on the issues of financial performance and consumer perception (Fombrun ＆ Shanley, 1990; Mohr ＆ Webb, 2005). It was indicated in the study that the fulfillment of Corporate Social Responsibility had positive impact on the enhancement of corporate reputation and image, which would bring good financial performance and enable enterprises to attract good employees; moreover, employees’ morale and loyalty to enterprises can be enhanced as well (Branco ＆ Rodrigues, 2006). Therefore, the impact of Corporate Social Responsibility on the behavior and performance of employees should be taken seriously. When enterprises give attention to the society and take responsibility for all of its stakeholders and when employees identify the Corporate Social Responsibility that enterprises implement, employees can feel the positive and well-intentioned actions done by enterprises, and this will effectively strengthen employees’ organizational recognition and affirmation (Yang Zhengzhong 2006; He Minghong, 2007; Chen Tingli, 2006; Xu Shuya, 2008).
Based upon the research background mentioned above, this study develops a framework relating Corporate Social Responsibility, organization recognition and job satisfaction, specifically examining following aspects: (1) to understand the effect of Corporate Social Responsibility brings on organization recognition and job satisfaction; (2) to find out the perception of Corporate Social Responsibility from the staffs in a small and medium machining cutting tools company.
MATERIALS AND METHODS
Questionnaires in the perspective of Corporate Social Responsibility were designed based on scale facets of Corporate Social Responsibility proposed by Brunk (2010) and perception study questionnaire of Corporate Social Responsibility by Wang Wenxuan (2013). Organizational identity questionnaire was mainly from organizational identity scale developed by Cook and Wall (1980) which was modified to fit the objects of study. Question terms regarding job satisfaction were primarily modified from Minnesota Satisfaction Scale.
Questionnaires in this study were distributed to the staffs of a small and medium machining cutting tools factory in southern area. The data was collected to conduct factor analysis, reliability analysis, Pearson correlation analysis, and regression analysis to verify the hypothesis of the study.
RESULTS AND DISCUSSION
The results of analyzing are summarized as follows:
1. The reliability analysis and validity analysis reveal that the data of variables is accordance with inspection standard. That means the questionnaires have a good explanation and are with consistency.
2. In Table 1, Pearson correlation analysis shows that variables of corporate social responsibility have significant relationships on organization recognition and job satisfaction. The relationships between them are positive (see table 1).
In Table 2, the multi-regression analysis presents that employees’ cognition of Corporate Social Responsibility in the aspects of customer, economy, and employee had significantly positive effect on organizational identity; Besides, organizational identity had significantly positive effect on employees’ job satisfaction; Moreover, employees’ cognition of Corporate Social Responsibility in the aspects of customer, economy and employee had significantly positive effect on job satisfaction; Finally, Employees’ cognition of Corporate Social Responsibility in the aspect of customer, employee might have significantly positive effect on job satisfaction through the mediating effect of organizational identity.
CONCLUSION
1. Corporate Social Responsibility plays an important role in enterprise operation and
management.
In recent years, Corporate Social Responsibility has become an integral strategy for enterprises’ sustainable development. Promoting Corporate Social Responsibility internally and externally has significant impact on employees’ organizational identity and job involvement.
2. Enterprises should implement Corporate Social Responsibility deepen employees’ organizational identity.
Enterprises should commit to providing employees with a fair, caring, and human-base managed work environment and making Corporate Social Responsibility part of the organizational culture and business strategy, which will increase employees’ recognition and trust and enhance employees’ sense of belonging and solidarity to the enterprises.
3. Formulating Corporate Social Responsibility strategy from the perspective of employees can improve their job satisfaction
Corporate Social Responsibility is not only a good external marketing tool, but also an internal marketing tool. The application of the marketing activities originally used externally in internal customers – employees, can improve employees’ organizational recognition and satisfaction and also reduce staff turnover rates, turnover intentions, sabotage, absenteeism and other negative behaviors.
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