Very drastic environmental changes require the development of an adaptive performance management framework that supports the strengths of the company’s structure. The position of internal CSR as a resource that can solve performance problems needs to be proved. The purpose of the study was to analyze the effect of internal corporate social responsibility on job performance through employee well-being. To this end, this causal study surveyed 282 non-managerial employees at four strategic industrial state-owned enterprises in Indonesia. The respondents were recruited using the proportional random sampling technique. The collected data were analyzed using SEM with SPSS 26. The results showed that changes in job performance can be predicted by the adequacy of work resources and personal resources. Both resources can be realized by the existence of corporate social responsibility intended for employees. Internal corporate social responsibility was found to encourage increased work engagement and decrease burnout, which ultimately improves job performance. Internal CSR is an important personal and work resource for employees. Internal CSR is the company’s main orientation in an effort to strengthen the company’s performance structure while ensuring the implementation of the company’s ethical responsibility in its environment. From the theoretical perspective, this study implied the need for exploring the concept of internal corporate social responsibility to expand our understanding of the relationship between corporate social responsibility and personal and work resources and employee performance. Meanwhile, the practical implications of this study highlight the importance of microlevel corporate social responsibility programs to meet personal and work resource needs so that companies benefit from high employee engagement and low burnout in order to improve adaptive performance and the structure of the company’s performance.

CSR is a strategy to realize sustainability. CSR needs to be understood based on a priority scale and objectives to build a solid organizational structure and ensure sustainable CSR implementation. In this regard, CSR implementation at the micro and macro levels needs further explanation. The study aims to analyze the effect of CSR on employee performance through assessment and job satisfaction using the micro foundation framework. This causal study surveyed 382 state-owned enterprises’ non-manager employees in Indonesia. The results demonstrate employees’ responses to internal and external CSR. Internal CSR, which primarily aims to improve employee performance, was found to improve employee satisfaction and engagement and lead to better performance more significantly than external CSR. Internal CSR had a higher effect on employee performance than external CSR. Compiling a scale of top priorities for corporate stakeholders became the leading choice to encourage long-term performance. The originality of this study is that the foundation of long-term performance ensures the corporation’s performance, and CSR lies in the strength of the microstructure at the individual level. The implementation of CSR based on the legal system requires paying attention to the scale of priorities based on the internal function of CSR in strengthening a corporation’s microstructure.

The well-being and performance of military institutions, especially for personnel such as village superintendents serving in remote areas, is a significant concern that requires an expansion of resources. The research objective explored how leadership, job demands and resources, and green human resource practices (Green HR Practice) can interact to promote the well-being and performance of military personnel in Indonesia. The research method was an explanatory survey that collected cross-sectional data through the random distribution of questionnaires to 586 village superintendents across Java Island, including those in remote areas. The sampling method was simple random sampling. The multivariate analysis employed structural equation modeling (SEM) procedures. The research findings revealed that personnel in military institutions, amidst the broader demands of non-war activities, require support from stable and institutional resources that can enhance their well-being. Stable resources play a crucial role in promoting employee well-being and ensuring non-war performance in military institutions. Adopting a green transformational leadership (GTL) model not only brings about changes in the performance and well-being of military personnel but also entails a focus on transforming the HR governance system into a green system, thus showcasing ethical responsibility towards employee well-being and performance. The research further discussed the significance of leadership as a key resource that facilitates the implementation of green HR practices aimed at enhancing employee well-being and performance. Practical Implications: In military institutions, incorporating leadership into the JD-R model could lead to a better understanding of how leadership styles and behaviors impact personnel performance and inform strategies for improving performance through effective leadership development and management.