The Effect of Perceived Supervisor-Subordinate Congruence in Honesty on Emotional Exhaustion: A Polynomial Regression Analysis

A Multilevel Study of the Relationship between CSR Promotion Climate and Happiness at Work via Organizational Identification: Moderation Effect of Leader–Followers Value Congruence

The purpose of the present study is to examine the effects of team level Corporate Social Responsibility (CSR) promotion climate on work happiness of team members. Furthermore, we investigate the mediating role of organizational identification at individual level and the moderating role of leader–follower value congruence at the team level in the relationship between CSR promotion climate and work happiness, thus overcoming the limitations of previous studies which mainly focused on a unitary level of analysis. To this end, a multilevel analysis was used, dealing with team- and individual-level relationships; the sample comprises 70 teams and 336 employees from 23 Korean firms. Our empirical analysis revealed that a team CSR promotion climate positively influenced team members’ happiness at work and organization identification. Furthermore, organization identification partially mediated the relationship between team CSR promotion climate and happiness at the workplace. By interacting with team CSR promotion climate, leader–followers value congruence positively regulated the influence of team CSR promotion climate on happiness at work. In this process, for a group with high leader–follower value congruence, the team CSR promotion climate strengthens team members’ happiness at the workplace. The study utilizes a multilevel analysis method to simultaneously verify team- and individual-level elements positively affecting team members’ happiness at work. Through this method, it confirmed that CSR promotion climate and team organization identification positively influence happiness at work. The theoretical and practical implications are presented, and directions for future research with limitations of the study are discussed.

Leader's Perception of Corporate Social Responsibility and Team Members' Psychological Well-Being: Mediating Effects of Value Congruence Climate and Pro-Social Behavior

Previous research, that showed that corporate social responsibility (CSR) had positive effects on the corporate image and performance, has attracted much attention and resulted in an increasing number of follow-up studies. However, CSR-related activities are focused on their effect on external stakeholders, although they are social service activities geared towards internal and external stakeholders, thus showing a research gap regarding the effects of internal stakeholders on organizational effectiveness. Therefore, this study investigated the mediating effects of the value congruence climate and prosocial behavior among the team members in the relationship between leader’s CSR perception and team members’ psychological well-being, using a multilevel analysis of the relationship between the team and individual level factors. For the empirical analysis, 69 teams (334 employees) were sampled from 23 Korean small and medium-sized enterprises (SMEs). Analyses revealed a positive effect of a leader’s CSR perception on the team members’ psychological well-being. Furthermore, a leader’s CSR perception had a positive effect on his/her team’s value congruence environment and team members’ prosocial behavior. The team’s value congruence environment and team members’ prosocial behavior were found to mediate the relationship between the leader’s CSR perception and team members’ psychological well-being. The relationships among these variables were investigated using a multilevel analysis model capable of simultaneous validation of team- and individual-level factors associated with team members’ psychological well-being. Future research directions were then discussed based on the theoretical and practical implications and limitations of the study results.