Does Corporate Social Responsibility Moderate the Nexus of Organizational Culture and Job Satisfaction?

Sania Khan (), Wadi B. Alonazi, Azam Malik and Noor Raihani Zainol
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Sania Khan: Department of Human Resource Management, College of Business Administration, Prince Sattam Bin Abdulaziz University, Al Kharj 11942, Saudi Arabia
Wadi B. Alonazi: Health Administration Department, College of Business Administration, King Saud University, Riyadh 11587, Saudi Arabia
Azam Malik: Department of Human Resource Management, College of Business Administration, Prince Sattam Bin Abdulaziz University, Al Kharj 11942, Saudi Arabia
Noor Raihani Zainol: Faculty of Entrepreneurship and Business, Universiti Malaysia Kelantan, Kota Bharu 16100, Malaysia

Sustainability, 2023, vol. 15, issue 11, 1-17

Abstract: Corporate social responsibility (CSR) is necessary in today’s organizations because they must balance profitability with the development of a positive reputation through environmental and social responsibilities. Therefore, the purpose of this research is to discover how organizational culture (OC) and corporate social responsibility (CSR) relate to job satisfaction (JS), as well as how CSR moderates their interaction. The research data were collected from 463 respondents of SME organizations in Saudi Arabia using an online survey questionnaire (and few by in-person survey) to determine the impact of hypothesized relations. The data were analyzed using SPSS 26.0 and AMOS to test the study hypotheses. The results indicated that corporate social responsibility moderated the relationship between OC and JS and improved employee’s job satisfaction. Among the hypothesized relationships of the variables, OC indicated a mediocre effect on JS, while CSR was found to have low influence on JS. However, the study revealed significant impact among the variables, thereby supporting all three hypotheses of the study. As the study only attempted to understand the associations among three variables, it lacks to explain the role of other potentially important factors such as business success, organizational structure, leadership style, and firm size. The only stakeholders considered by the study was the employees, which is considered a major limitation of this study. Further researchers may also consider the role of other primary stakeholders on CSR activities, who are vital in improving employee JS. The study’s findings have some practical implications for managers who seek to create contented personnel and prioritized CSR efforts.

Keywords: corporate social responsibility; organizational culture; job satisfaction; structural modelling; AMOS; quantitative technique (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2023
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