Abstract:
This study examines the relationships of employee attributions of CSR as substantive and symbolic with
both in-role and extra-role performance outcomes. Furthermore, this study investigates how these
relationships are being facilitated through perceived overall justice. Drawing from the social identity
theory, the above mentioned relationships have been proposed as a conceptual model. The hypotheses of
the proposed model were empirically tested on a sample of 190 employees working in the manufacturing
sector of Pakistan. The findings of this research show that employee attributions of CSR as substantive
are positively related with employee performance outcomes. However, employee attributions of CSR as
symbolic are negatively linked with employee performance outcomes. Similarly, the above stated positive
and negative relationships of employee attributions of CSR with employee performance outcomes are
facilitated through an underlying mechanism of perceived overall justice. These findings provide evidence
with respect to the value of engaging in substantive CSR over symbolic CSR for organizations. In fact,
these findings imply that employees are not only concerned about whether or not their organizations are
undertaking CSR but more importantly why they are conducting CSR activities. For managers, it is clear
that organizations that engage in substantive CSR need to ensure that their dedication towards a cause is
understood by their employees. It can be done in a number of ways such as providing regular information
and updates to employees as well as apprising them of any potential costs associated with the cause.
Similarly, human resource managers can benefit if organizational CSR initiatives are effectively
communicated to the public including potential job applicants as these communiqués will help in being
more favorably viewed by the constituents of the job market.
