The Effect of Corporate Social Responsibility (CSR) on Employees’ Performance (EP): A Mediating Role of Organization Commitment (OC) in the Multinationals Companies (MNCs) of Pakistan

  • Omer Sagheer CASE Institute of Technology
  • Muhammad Umer CASE Institute of Technology
  • Sehrish Aslam International Islamic University, Islamabad (IIUI)
Keywords: Corporate Social Responsibility

Abstract

CSR appears to affect employee attitudes and behaviors, according to previous studies. However, actual evidence is scarce, especially in developing economies like Pakistan. As a result, the purpose of this research is to enrich the present literature on corporate social responsibility by analyzing the influence of CSR on employee performance by employing social identity theory. In addition, the role of Organization Commitment (OC) has been investigated in the current study. To conduct the study, the data were collected from employees of the six Multinationals Companies (MNCs) of Pakistan which are: “Jazz, Careem, Attock Refinery Limited, Berger Paints Pakistan, and McDonald's, Pakistan”. The findings of the study show that corporate social responsibility (CSR) has a major effect on employee performance and commitment. The results also show that OC mediates the link between CSR and employee performance to some degree. In addition, it helps in the administration of organizations by promoting employee commitment through corporate social responsibility activities. Additionally, the organization's reputation can be enhanced as a result of improved employee performance and increased corporate social responsibility.

Keywords: Organizational Commitment (OC), Employee Performance, Multinationals Companies (MNCs), Pakistan, and The Social Identity Theory

Published
2022-08-02
How to Cite
SagheerO., UmerM., & AslamS. (2022). The Effect of Corporate Social Responsibility (CSR) on Employees’ Performance (EP): A Mediating Role of Organization Commitment (OC) in the Multinationals Companies (MNCs) of Pakistan. NUML International Journal of Business & Management, 17(1). https://doi.org/10.52015/nijbm.v17i1.97
Section
Articles