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Employee Judgments Of And Behaviors Towards Corporate Social Responsibility: A Multi-Study Investigation Of Direct, Cascading, And Moderating Effects, Pavlos A. Vlachos, Nick Panagopoulos, Adam Rapp

Pavlos A Vlachos

Do employee judgments of their organization’s Corporate Social Responsibility (CSR) programs relate to CSR-specific performance and in-role job performance? Can middle managers influence the formation of such judgments and what factors might moderate such cascading influences? To answer these yet unaddressed questions, we conduct three studies. Study 1 takes an organizational justice perspective and tests our baseline model. Results show that employees’ CSR judgments trigger their affective commitment and performance on extra-role CSR-specific behaviors; however, extra-role CSR-specific performance is unrelated to in-role job performance. Study 2 replicates Study 1’s findings while, in addition, applies a social information processing approach and …