ORGANIZATIONAL JUSTICE MEDIATION EFFECT IN THE RELATIONSHIP BETWEEN CORPORATE SOCIAL RESPONSIBILITY AND EMPLOYEE BEHAVIOR: A CONCEPTUAL FRAMEWORK FOR INTERNATIONAL CORPORATIONS

Abstract

Corporate social responsibility (CSR) has gained prominence as a pivotal factor in shaping organizational identity and stakeholder relations. Concurrently, the behavior of employees in a corporate setting is fundamentally influenced by how they perceive their organization’s ethical practices. While considerable research has highlighted the benefits of CSR initiatives on organizational performance and employee satisfaction, the mechanisms through which these benefits are realized remain underexplored. Literature review shows the intricate relationships between corporate social responsibility, organizational justice, and employee Behavior. By exploring organizational justice as a critical variable, this paper aims to clarify how CSR initiatives can lead to improved employee behavior, including job satisfaction, commitment, and performance. This paper posits that organizational justice acts as a mediator in the relationship between CSR and employee behavior which implicitly impact employees’ engagement and behaviour. Accordingly, this paper proposes a conceptual framework that underscores the role of organizational justice as a mediator in the relationship between CSR and employees’ behavior. The paper provides a foundational understanding of the intricate dynamics between CSR, organizational justice, and employee behavior, offering implications to top management and a pathway for future exploration and practical application in organizational settings. Further empirical research is needed to validate the proposed relationships and deepen the understanding of how organizations can link CSR initiatives for enhanced employees’ behaviour through fairness in the workplace.

Keywords: Corporate social responsibility; organizational justice; employees’ behaviour; mediating effect, international corporations.