How CSR and well-being affect work-related outcomes: a hospitality industry perspective

Abstract

Purpose

The purpose of this study is to analyze how hospitality industry employees’ perceptions of corporate social responsibility (CSR) and participation in CSR activities influence their well-being and loyalty boosterism.

Design/methodology/approach

Using the positive psychology approach of well-being (hedonic and eudaimonic dimensions) and the affect theory of social exchange, a survey of hospitality employees was conducted to test the theoretical model.

Findings

Employees’ perceptions of CSR significantly influenced their participation in CSR activities. CSR participation positively influenced employees’ hedonic and eudaimonic well-being, which in turn influenced their loyalty boosterism. The mediation effects of well-being and the sequential mediation effects of CSR activity participation and well-being were also significant in the relationships mentioned above.

Research limitations/implications

While panel data offer many advantages, they also have limitations. The authors, therefore, suggest future studies replicate their conceptual model and empirically test it through firms well known for their CSR. In addition, future studies may cover the whole hospitality industry to enhance generalizability.

Practical implications

By exploring the connection between employees’ CSR perceptions and participation, this research can help hospitality practitioners develop more engaging CSR strategies and activities, which in turn can foster employees’ well-being and enhance their loyalty boosterism.

Originality/value

This study is among the first to empirically demonstrate the effect of CSR in both hedonic and eudaimonic well-being and to explore the connection between employee perceptions of CSR and participation in CSR activities.

Citation

Guzzo, R.F., Abbott, J. and Lee, M. (2022), "How CSR and well-being affect work-related outcomes: a hospitality industry perspective", International Journal of Contemporary Hospitality Management, Vol. 34 No. 4, pp. 1470-1490. https://doi.org/10.1108/IJCHM-06-2021-0754