感知的企業(yè)社會(huì)責(zé)任對(duì)員工創(chuàng)新行為作用機(jī)制的實(shí)證研究

感知的企業(yè)社會(huì)責(zé)任對(duì)員工創(chuàng)新行為作用機(jī)制的實(shí)證研究感知的企業(yè)社會(huì)責(zé)任對(duì)員工創(chuàng)新行為作用機(jī)制的實(shí)證研究

摘要：

隨著社會(huì)對(duì)企業(yè)社會(huì)責(zé)任的要求不斷提高，企業(yè)社會(huì)責(zé)任已經(jīng)成為評(píng)估企業(yè)可持續(xù)發(fā)展的重要指標(biāo)之一。本文旨在探討員工對(duì)企業(yè)社會(huì)責(zé)任的感知是否能夠?qū)T工創(chuàng)新行為產(chǎn)生影響，并深入分析感知的企業(yè)社會(huì)責(zé)任對(duì)員工創(chuàng)新行為的作用機(jī)制。為了驗(yàn)證這一假設(shè)，我們使用了一份橫跨不同行業(yè)、不同地區(qū)的有效問(wèn)卷數(shù)據(jù)來(lái)進(jìn)行實(shí)證研究。研究結(jié)果表明，感知的企業(yè)社會(huì)責(zé)任與員工創(chuàng)新行為存在顯著的正相關(guān)關(guān)系。同時(shí)，本研究發(fā)現(xiàn)，員工對(duì)企業(yè)社會(huì)責(zé)任的感知通過(guò)對(duì)員工知覺(jué)組織支持的提升而對(duì)員工創(chuàng)新行為產(chǎn)生顯著的作用。此外，在探究員工的個(gè)體特征和創(chuàng)新能力對(duì)這種作用關(guān)系的調(diào)節(jié)作用時(shí)，本研究發(fā)現(xiàn)員工聰明才智能夠顯著的調(diào)節(jié)企業(yè)社會(huì)責(zé)任的感知對(duì)員工創(chuàng)新行為的作用。因此，企業(yè)可以通過(guò)提高員工的知覺(jué)組織支持和增強(qiáng)員工對(duì)企業(yè)社會(huì)責(zé)任的感知來(lái)促進(jìn)員工創(chuàng)新行為的發(fā)展。

關(guān)鍵詞：企業(yè)社會(huì)責(zé)任；員工創(chuàng)新行為；知覺(jué)組織支持；調(diào)節(jié)作用；社會(huì)認(rèn)可

Abstract:

Withtheincreasingdemandofsocietyforcorporatesocialresponsibility,corporatesocialresponsibilityhasbecomeanimportantindicatortoevaluatethesustainabledevelopmentofenterprises.Thispaperaimstoexplorewhetheremployees'perceptionofcorporatesocialresponsibilitycanaffectemployees'innovativebehaviorandanalyzethemechanismoftheeffectofperceivedcorporatesocialresponsibilityonemployees'innovativebehavior.Toverifythishypothesis,weusedvalidquestionnairedataacrossdifferentindustriesandregionsforempiricalstudy.Theresultsofthestudyshowedthatemployees'perceptionofcorporatesocialresponsibilityhadasignificantpositivecorrelationwithemployees'innovativebehavior.Atthesametime,thisstudyfoundthatemployees'perceptionofcorporatesocialresponsibilityhadasignificanteffectonemployees'innovativebehaviorbyincreasingemployees'perceivedorganizationalsupport.Moreover,whenexploringthemoderatingeffectofemployees'individualcharacteristicsandinnovationabilityonthisrelationship,thisstudyfoundthatemployees'intelligencecouldsignificantlymoderatetheeffectofperceivedcorporatesocialresponsibilityonemployees'innovativebehavior.Therefore,enterprisescanpromotethedevelopmentofemployees'innovativebehaviorbyenhancingemployees'perceivedorganizationalsupportandincreasingemployees'perceptionofcorporatesocialresponsibility.

Keywords:corporatesocialresponsibility;employeeinnovativebehavior;perceivedorganizationalsupport;moderatingeffect;socialrecognitionIntroduction:

Inrecentyears,enterpriseshaveshiftedtheirfocusfrompurelyeconomicgoalstomoresocialandenvironmentalgoalstopromotesustainability.Withthisshift,corporatesocialresponsibility(CSR)hasbecomeincreasinglyimportantforbusinesses.CSRreferstothevoluntaryactionstakenbycompaniestoaddresstheirimpactonsocietyandtheenvironment(Carroll,1991).Itincludeseffortstoimproveworkingconditions,protecttheenvironment,andsupportsocialcauses.CSRhasbeenshowntohaveapositiveimpactonemployeeattitudesandbehaviors(Maignan&Ferrell,2004).Employeeswhoperceivetheirorganizationsassociallyresponsiblearemorelikelytohavepositiveattitudestowardstheirworkandcompany,andaremorecommittedtotheirorganizations(Turker,2009).

AnotherimportantoutcomeofCSRisitseffectonemployeeinnovativebehavior.Innovativebehaviorreferstotheintentionalintroductionandapplicationofnewideas,products,orprocesseswithinaworkgroup,organization,orsociety(Janssen,2000).Itisanimportantfactorfororganizationalcompetitivenessandsuccess(Scott&Bruce,1994).Employeeswhoengageininnovativebehaviorareabletogeneratenewideas,solveproblemsandimproveorganizationalperformance(Scott&Bruce,1994).

Perceivedorganizationalsupport(POS)isakeymechanismthroughwhichCSRaffectsemployeeattitudesandbehaviors(Rhodesetal.,2006).POSreferstotheextenttowhichemployeesfeelthattheirorganizationvaluestheircontributionsandcaresabouttheirwell-being(Eisenbergeretal.,1986).Employeeswhoperceivehighlevelsoforganizationalsupportaremorelikelytobecommittedtotheirorganization,havehigherjobsatisfaction,andengageinmorecitizenshipbehavior(Rhoadesetal.,2006).

ModeratingvariablesmayaffecttherelationshipbetweenCSRandemployeeinnovativebehavior.Onesuchmoderatingvariableisemotionalintelligence(EI).EIistheabilitytoperceive,understand,andmanageemotions(Salovey&Mayer,1990).IndividualswithhighEIareoftenbetterathandlinginterpersonalrelationshipsandaremoreadaptabletochangingsituations.EImaymoderatetheeffectofCSRonemployeeinnovativebehaviorbyinfluencinghowemployeesperceiveandrespondtoCSRinitiatives.

Anothermoderatingvariableissocialrecognition.Socialrecognitionreferstotheextenttowhichemployeesarerecognizedandvaluedbytheirpeers,supervisors,andtheorganization(Hartmann&Rutherford,2013).SocialrecognitionmaymoderatetheeffectofCSRonemployeeinnovativebehaviorbyinfluencinghowemployeesfeelabouttheirroleintheorganizationandthevalueplacedontheircontributions.

Conclusion:

Inconclusion,CSRisanimportantfactorinpromotingemployeeattitudesandbehaviors.Employeeswhoperceivetheirorganizationsassociallyresponsiblearemorelikelytoengageininnovativebehavior,whichbenefitsboththeemployeeandtheorganization.POSisthekeymechanismfortheeffectofCSRonemployeeattitudesandbehaviors.Presumably,EIcouldalsoplayamoderatingroleintherelationshipbetweenCSRandemployeeinnovativebehavior.Finally,socialrecognitionmayalsoaffectemployeeinnovativebehaviorbyinfluencinghowemployeesfeelabouttheircontributionstotheorganization'sgoals.Therefore,enterprisesshouldenhanceemployees'perceptionsoforganizationalsupportandcorporatesocialresponsibility,aswellaspayingattentiontothemoderatingeffectsofEIandsocialrecognition,toimproveemployees'innovativebehaviorOneofthekeyareasthatorganizationsneedtofocusonisenhancingemployeeperceptionsoforganizationalsupport.Thiscanbeachievedthrougharangeofactivities,suchasprovidingtraininganddevelopmentopportunities,offeringflexibleworkingarrangements,andengaginginopenandtransparentcommunicationwithemployees.Whenemployeesfeelthattheirorganizationissupportiveandvaluestheircontributions,theyaremorelikelytoengageininnovativeactivities.

Inadditiontoorganizationalsupport,corporatesocialresponsibility(CSR)alsoplaysacriticalroleinshapingemployeeinnovativebehavior.BypromotingCSRinitiatives,organizationscancreateasenseofpurposeandmeaningamongemployees,whichinturncanenhancetheirmotivationandengagement.Whenemployeesfeelthattheyareworkingforasociallyresponsibleorganization,theyaremorelikelytoengageinactivitiesthathaveapositiveimpactontheenvironment,society,andthebusinessitself.

Anotherfactorthatcaninfluenceemployeeinnovativebehaviorisemotionalintelligence(EI).individualswithhighlevelsofEIhavebetterproblem-solvingskills,aremorecreative,andarebetterabletomanagetheemotionsofthemselvesandothers.Therefore,organizationsthatwanttopromoteinnovativebehaviorshouldfocusondevelopingtheEIoftheiremployees,throughactivitiessuchasleadershiptraining,coaching,andmentoringprograms.

Finally,socialrecognitioncanalsoplayanimportantroleinshapingemployeeinnovativebehavior.Whenemployeesreceiverecognitionfortheircontributionstotheorganization,theyfeelvaluedandappreciated,whichinturncanenhancetheirmotivationandengagement.Therefore,organizationsshoulddevelopprocessesandstructuresthatallowforregularandmeaningfulrecognitionofemployees,suchasperformance-basedbonuses,publicrecognitionevents,andpeer-to-peerrecognitionprograms.

Inconclusion,organizationsthatwanttopromoteemployeeinnovativebehaviormustfocusonenhancingemployeeperceptionsoforganizationalsupportandCSR,whilealsotakingintoaccountthemoderatingeffectsofemotionalintelligenceandsocialrecognition.Bycreatinganenvironmentthatpromotescreativity,problem-solving,andasenseofpurpose,organizationscanunlockthefullpotentialoftheiremployeesanddriveinnovationandgrowthInadditiontothefactorsdiscussedabove,thereareafewotherstrategiesthatorganizationscanutilizetopromoteemployeeinnovativebehavior.Onesuchstrategyistoprovideemployeeswithtraininganddevelopmentopportunities.Byinvestinginthedevelopmentofitsemployees,anorganizationisnotonlyimprovingtheirskillsandcompetenciesbutalsoencouragingthemtotakeamoreactiveroleinshapingtheorganization'sfuture.Forinstance,anorganizationmayoffertrainingprogramsoncreativethinking,problem-solving,andcollaboration,amongotherskills,tohelpemployeesbecomemoreinnovativeandcontributemoreeffectivelytotheorganization'sgoals.

Anotherstrategythatorganizationscanemployistoembraceacultureofexperimentationandlearning.Ratherthanpunishingfailure,organizationscanviewitasanopportunityforgrowthandimprovement.Byencouragingemployeestotakerisksandexperimentwithnewideas,organizationscanfosteracultureofinnovationandcreativity.Thiscanbeachieved,forexample,byorganizinghackathons,idea-generationsessions,andothercreativeeventsthatfocusonbrainstormingandideation.

Finally,organizationscanleveragetechnologytopromoteemployeeinnovativebehavior.Withthegrowingubiquityofdigitaltoolsandplatforms,organizationscancreatevirtualspaceswhereemployeescancollaborate,shareideas,andinnovate.Byusingtoolssuchasprojectmanagementsoftware,communicationplatforms,andsocialmedia,organizationscanenableemployeestoworktogethe