In spite of the increasing importance of corporate social responsibility (CSR) and employee job performance, little is still known about the links between the socially responsible actions of organizations and the job performance of their members. In order to explain how employees’ perceptions of CSR influence their job performance, this study first examines the relationships between perceived CSR, organizational identification, job satisfaction, and job performance, and then develops a sequential mediation model by fully integrating these links. The results of structural equation modeling analyses conducted for 250 employees at hotels in South Korea offered strong support for the proposed model. We found that perceived CSR was indirectly and positively associated with job performance sequentially mediated first through organizational identification and then job satisfaction. This study theoretically contributes to the CSR literature by revealing the sequential mechanism through which employees’ perceptions of CSR affect their job performance, and offers practical implications by stressing the importance of employees’ perceptions of CSR. Limitations of this study and future research directions are discussed.

Retaining proactive employees with the potential to be high performers is recognized as an essential condition for an organization’s survival and prosperity. However, few studies have logically explained and empirically clarified the link between proactive personality, which represents a distal proactive tendency, and turnover intention to predict actual turnover behavior. With the research objective to address these research gaps, we expected that work engagement as a proximal motivational mechanism was likely to mediate the relationship between proactive personality and turnover intention, and that job autonomy as a critical job context was likely to moderate the relationship between proactive personality and work engagement. We developed a moderated mediation model incorporating these expectations. The results of the survey conducted on employees working for mid-sized manufacturing firms in Korea were consistent with our expectations. The findings of this study help uncover the intentions of turnover exhibited by proactive employees.

The purpose of this study is to identify how the degree to which employees perceive that their organization is socially responsible influences their counterproductive behaviors at work. We developed a research model capturing the relationships between perceived corporate social responsibility (CSR), affective organizational commitment (AOC), and organization-, colleague-, and customer-directed counterproductive work behaviors (CWBs). Drawing on social identity and social bonding theories, we hypothesized that employees’ perceptions of CSR would enhance their levels of AOC and thereby hinder the three types of CWBs. Survey data from 252 frontline employees of six luxury hotels in South Korea were examined. We found that perceived CSR is indirectly and negatively related to the three types of CWBs through AOC. We discussed the theoretical contributions and practical implications of this study.

The importance of work engagement and the lack of engaged employees have led researchers to focus on how to enhance employees’ levels of engagement in the workplace. Although job crafting as a principal driver of work engagement has recently received much attention from academics, little is known about the processes and conditions in which employees who craft their tasks become engaged. In order to address these research gaps, we hypothesize that psychological capital (PsyCap) is likely to mediate the association between job crafting and work engagement, and that coworker support, rather than supervisor support, is likely to moderate the relationship between job crafting and PsyCap. Further, we integrated these hypotheses and tested the moderated mediation effect. Using survey data from 175 flight attendants in South Korea, we found the results to be in line with our expectations. The findings of this empirical research contribute to the understanding of how and when job crafters become engaged at work.

In increasingly ambiguous work contexts, advice-seeking and task crafting behaviors are becoming more significant than ever before. Drawing on the uncertainty reduction theory, this study examined how role ambiguity would affect advice-seeking and task crafting. We also investigated whether a proactive personality would moderate the effects based on the capacity–willingness–opportunity model. The results, based on a two-wave design with a sample of 160 employees in South Korea, revealed that role ambiguity did not affect advice-seeking and task crafting directly. However, it was found that, as role ambiguity increased, employees with proactive personality became more involved in advice-seeking and task crafting. These findings indicate that role ambiguity serves as an opportunity for proactive employees who have the capacity and willingness to seek advice and craft tasks.

Little is known about the predictive role of advice networks in task crafting despite the growing academic and practical interest in its antecedents. Accordingly, as centrality in advice networks is expected to have a positive relationship with task crafting, this study develops a research model encompassing the mediating roles of the fulfillment of basic psychological needs to clarify this relationship. The model was tested using a sample composed of 198 employees from various firms in South Korea. The results showed that employees who occupy central positions in the advice network fulfilled their autonomy and competence needs, consequently engaging in task crafting. This study contributes to the literature on social networks, self-determination, and task crafting by discovering hidden antecedents and pivotal mechanisms in determining task crafting.