O efeito mediador do empenhamento afetivo, da satisfação e do bem-estar psicológico na relação entre as perceções de responsabilidade social e os comportamentos de cidadania

Aims. This study aims to show how the employees’ perceptions of corporate social responsibility (CSR) predict organizational citizenship behaviors (OCB), both directly and through the mediation of affective commitment (AC ), job satisfaction (JS) and psychological well -being (PWB). Despite recent research on the topic (e.g., Duarte & Neves, 2010; Lin, Lyau, Tsai, Chen & Chiu, 2010; Leal, 2012; Rego, Leal, Cunha, Faria & Pinho, 2010), to our knowledge no study considers these mediators simultaneously. This investigation answers to calls (e.g., Aguilera, Rupp, Williams, & Ganapathi, 2007; Gond, El-Akremi , Igalens & Swaen, 2010) for more research upon the effects of perceptions of CSR on the employees’ attitudes and behaviors. Method. The sample includes 278 employees (58% female; 34% with twelve schooling years and 28 % graduated; 25.9% being managers) from 83 companies. Mean age is 39.9 years (SD: 10.5) and mean organizational tenure is 10.2 years (SD: 9.74). The model was tested through structural equation modeling (with LISREL software). Gender, being versus not being manager, age and tenure were included for control. Results. The data suggest: (a) perceptions of CSR predict affective commitment, job satisfaction and psychological well-being, (b) the relationship between the perceptions of CSR and organizational citizenship behavior is mediated by affective commitment and job satisfaction. The direct and indirect effects of perceptions of CSR on CCO were computed. Limitations. Because data about all variables were collected in a single source, risks of common method variance may affect the validity of the study. Being correlational, the study does not allow assuming peremptorily the presumed causality. Theoretical and practical contributions. CSR influences not only the external stakeholders, but also employees (i.e., the internal stakeholders). Therefore, the possible effects of CSR on employees can be interpreted as a complementary way of companies to create “shared value” (Porter & Kramer, 2011).