Are prosocially motivated employees more committed to their organization? The roles of supervisors' prosocial motivation and perceived corporate social responsibility

Shao, B, Cardona, P, Ng, I and Trau, N 2017, 'Are prosocially motivated employees more committed to their organization? The roles of supervisors' prosocial motivation and perceived corporate social responsibility', Asia Pacific Journal of Management, vol. 34, no. 4, pp. 951-974.


Document type: Journal Article
Collection: Journal Articles

Title Are prosocially motivated employees more committed to their organization? The roles of supervisors' prosocial motivation and perceived corporate social responsibility
Author(s) Shao, B
Cardona, P
Ng, I
Trau, N
Year 2017
Journal name Asia Pacific Journal of Management
Volume number 34
Issue number 4
Start page 951
End page 974
Total pages 24
Publisher Springer
Abstract How to enhance prosocial employees' commitment to their organizations is of both theoretical and practical importance. The present study argues that a high level of organizational commitment in prosocial employees is predicted by bipartite synergy between employees' prosocial motivations and their supervisors' prosocial motivations, between employees' prosocial motivations and their organizations' prosocial orientations, and tripartite synergy among all three. Polynomial regressions and hierarchical regression analyses are undertaken on data collected from a sample of 216 full-time employees in China. The results show that perceived fit between employees and supervisors' prosocial motivations (i.e., person-supervisor [PS] fit) is positively related to employees' organizational commitment (i.e., there is bipartite synergy between employees and supervisors' prosocial motivations). Perceived corporate social responsibility (CSR) moderates the relationship between employees' prosocial motivations and their organizational commitment such that when employees' prosocial motivations and perceived CSR are both high (as opposed to when either or both are low), their organizational commitment is stronger (i.e., there is bipartite synergy between employees' prosocial motivations and CSR). Furthermore, perceived CSR moderates the relationship between PS fit in relation to prosocial motivations and organizational commitment. Notably, organizational commitment is strongest when there is a strong alignment among employees' prosocial motivations, supervisors' prosocial motivations, and CSR (i.e., there is tripartite synergy among employees' prosocial motivations, supervisors' prosocial motivations, and CSR). The theoretical contributions and practical implications of this study are discussed.
Subject Human Resources Management
Organisational Behaviour
Corporate Governance and Stakeholder Engagement
Keyword(s) Prosocial motivation
Organizational commitment
Person-supervisor fit
Corporate social responsibility
Bipartite synergy
Tripartite synergy
DOI - identifier 10.1007/s10490-017-9512-5
Copyright notice © Springer Science+Business Media New York 2017
ISSN 1572-9958
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