Abstract:
Drawing on a conservation of resource theory perspective, this study
investigates the effects of corporate social responsibility (CSR) on employees’
occupational embeddedness and corporate brand trust with the moderating role
of extrinsic motivation in these relationships. A sample of 273 subordinate
employees drawn from the banking sector in Ghana was analysed using
hierarchical regression. The empirical results indicated that: (1) these
employees’ favourable perception of CSR related positively to their
occupational embeddedness and corporate brand trust; and (2) the moderating
effect of extrinsic motivation on CSR-occupational embeddedness link was
stronger than the CSR-corporate brand trust link. Based on these results,
recommendations are made to HR managers on the strategic impact of CSR on
employees in times of trust deficit in the service industry and beyond.
Recommendations on the extent to which employees can be motivated
extrinsically with less compromise on the focus of the work itself are also
articulated.
