Impact of Employee Perception of CSR on Employee Engagement Practices: A Study of Selected Manufacturing Organizations of Delhi/NCR

Abstract

Research suggests that high employee engagement (EE) leads to high performance. The old notion of considering Corporate Social Responsibility (CSR) as a mode of corporate philanthropy has now changed to use CSR as a strategic investment for the organization. Thus, the purpose of the present study was to examine how the key dimensions of CSR impact the different dimensions of EE in a sample of employees from selected manufacturing organizations of Delhi NCT region. Data were collected from a sample of 300 employees working at different levels from 15 selected manufacturing organizations of Delhi NCT region. The structural model and the measurement model developed to understand the relationship between three sub-dimensions of employee perception of CSR activities, and the dimensions of EE were examined using AMOS 21. The results supported the proposed hypothesis indicating that positive perception of the employees regarding the three dimensions of CSR, i.e. philanthropic activities, ethical and environmental aspects of the organization does lead to intellectual, social and affective engagement amongst employees. The study results suggest that the organizations should realign their processes to develop a positive perception in employees about its CSR activities to affect the dimensions of EE in a positive way. The study contributes by exploring the linkage between employee perception of the CSR dimensions and dimensions of EE. This study enriches the current literature in the area of EE by highlighting the role played by employee perception of CSR dimensions.

Citation

Singh, M., Kapoor, S., Goel, D. and Sijoria, C. (2024), "Impact of Employee Perception of CSR on Employee Engagement Practices: A Study of Selected Manufacturing Organizations of Delhi/NCR", Misra, R.K., Purankar, S.A., Goel, D., Kapoor, S. and Sharma, R.B. (Ed.) Resilient Businesses for Sustainability (Advanced Series in Management, Vol. 34B), Emerald Publishing Limited, Leeds, pp. 73-82. https://doi.org/10.1108/S1877-63612024000034B007