Corporate Social Responsibility and Creative Performance: The Effect of Job Satisfaction and Organizational Citizenship Behavior

Abstract

Abstract Purpose: The purpose of this study is to examine how employee perceptions of corporate social responsibility (CSR) can enhance creative performance in an organization both directly and indirectly through job satisfaction and organizational citizenship behavior. This will allow organizations to consider the different factors influencing creative performance, and how these factors can be utilized in a beneficial manner for the organization. Methods: The data for this study was collected via a survey among three telecommunication companies. The valid responses amounted to 344 junior employees. The data was then analyzed to test the hypotheses through structural equation modeling (SEM). Results: The findings of this study indicated a direct positive significant relationship between employee CSR perceptions and creative performance. As well as a positive correlation between employee CSR perceptions and extrinsic and intrinsic job satisfaction. Furthermore, supporting the indirect effects of job satisfaction and organizational citizenship behavior. Moreover, a positive correlation between job satisfaction and organizational citizenship behavior was found. Finally, organizational citizenship behavior and creative performance showcased a positive correlation as well. Conclusion: Organizations should consider the impact of employee CSR perceptions on creative performance, indirectly through extrinsic and intrinsic job satisfaction and organizational citizenship behavior to achieve higher levels of creative performance within their organizations.