The interrelations between micro-level CSR, Job engagement and organizational engagement during the COVID-19 pandemic: A PLSpredict model assessment

Abstract

BACKGROUND: Amid the mounting COVID-19 situation, we take up the opportunity to examine micro-level CSR practices as an internal strategic approach for employees’ engagement to assist organizational resiliency. Past research had documented the Matthew effects of engaged employees and the fatal threat of disengaged employees. However, little is known to the precise outcome of job engagement and organizational engagement. OBJECTIVE: This study endeavors to offer comprehensive findings on job engagement and organizational engagement through the antecedent of micro-level CSR practices. Additionally, job engagement was modelled as the mediator between micro-level CSR practices and organizational engagement. Stakeholder Theory, Social Exchange Theory and Engagement Theory guided the development of the hypotheses. METHODS: Quantitative judgmental sampling technique was employed to reach out to the targeted respondents. A total of 336 responses was collected for statistical analysis facilitated by partial least squares structural equation modeling (PLS-SEM) approach. RESULTS: The study revealed that employees’ involvement and working environment are positively influencing job engagement and organizational engagement while the others micro-level CSR practices demonstrated mixed results. Also, job engagement was found to mediate the relationships between the four dimensions of micro-level CSR practices (i.e., employees’ involvement, employees’ empowerment, work-life balance and working environment) and organizational engagement. CONCLUSIONS: Micro-level CSR practices positively affecting job engagement and organizational engagement with different degree of influences. Organizations could consider implementing micro-level CSR practices for enhanced job engagement and organizational engagement to ease the challenging moment during uncertainty.