FROM CSR TO RESULTS: THE MEDIATING POWER OF EMPLOYEE MINDSET
DOI:
https://doi.org/10.69980/yhms6h61Keywords:
Corporate Social Responsibility, Employee Mindset, Organizational Performance, Mediation, Employee Engagement, Sustainable BusinessAbstract
Corporate social responsibility has evolved from a peripheral activity into a strategic driver of organisational performance and sustainability. While prior research has largely focused on the direct effects of corporate social responsibility on financial and reputational outcomes, limited attention has been given to the internal psychological mechanisms through which these initiatives translate into organisational performance. This study examines the mediating role of employee mindset in the relationship between corporate social responsibility practices and organisational performance. A quantitative research design was employed using a structured questionnaire administered to employees across various organisational sectors. The collected data were analysed using structural equation modeling to test the hypothesised relationships. The findings indicate that corporate social responsibility significantly enhances employee mindset by fostering motivation, engagement, ethical orientation, and organisational commitment. Furthermore, employee mindset was found to partially mediate the relationship between corporate social responsibility and organisational performance, highlighting both direct and indirect effects. The study contributes to existing literature by identifying employee mindset as a key psychological mechanism linking corporate social responsibility to performance outcomes. It also provides practical insights for managers to design strategies that align with employee values, thereby improving engagement and overall organisational effectiveness.
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