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Human resource research method

Assignment -02

Rahmat-ullah
BBA-8A
01-111191-113

What was the main Argument of in this Research Article?

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CSR, organizational identification, and environmentally Specific servant leadership play a vital
role in activating employee's pro‐environmental behaviors.

What Research Gap this study filled?

Corporate Social Responsibility (CSR) has been proposed as a useful tool for effective
organizational, social and environmental functioning. Not surprisingly, various empirical studies
have advocated its importance in generating positive outcomes at a macro level. This research
seeks to investigate the effect of CSR on employees' pro‐environmental behaviors. Moreover, we
incorporated the mediating effect of organizational identification and the moderating role of
environmentally specific servant leadership

What were the Objectives of the study?

1) To examine the potential effect of perceived CSR on employees' pro‐environmental
behavior to examine the association between employees' perceptions of CSR and their
pro‐environmental behavior
2) Examine the mediating role of organizational identification
3) Examines is the moderating role of environmentally specific servant leadership on the
effect of CSR on PEB. CSR values can be further embedded in employees if their leader
displays an image of serving the community, role‐models green behaviors as well as
encourages and recognizes employees' pro‐environmental contributions to the
organization and community.

How the objectives of the study accomplished?

Through survey and literature review

What were the Primary Analysis and Main Analysis?

Primary Analysis
Survey
Main Analysis
Literature review

What were the Future Recommendations and Limitations?

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Future recommendation

The current research model should be retested with the replacement of some variables. Besides CSR,
green entrepreneurship can play a predictive role for employee PEB due to its capability to activate eco‐
initiatives from employees. With its focus on building human capital with an orientation toward the
environment green HR management can also serve as a driver for employee PEB. Future studies could
examine the impact of CSR to employees or to customers on both OI and pro‐ environmental behavior.
Further empirical research could also address moderating variables that affect the relationship between
CSR and OI such as values congruency. In addition, the current research model has just looked at the
enhancer (i.e. environmentally specific servant leadership) for the CSR‐employee PEB link. Hence,
leadership behaviors that may undermine this link such as abusive supervision should be taken into
account in a novel research path.

Limitation
The findings and implications of this study should be interpreted within the context of the study's
limitations.
First, participant’s self‐ reported their PEB, as opposed to more objective supervisor‐ or peer‐
ratings, observations, or archival data. While it appears on the surface that self‐report measures
might be biased by social desirability, a meta‐analysis by Gifford and Nilsson (2014) showed
that self‐reported and objective green behaviors are correlated, suggesting that people can
reasonably accurately evaluate their green behavior. We are confident that the construct validity
tests indicate that common method bias was not likely to affect our findings.
Second, data were drawn using a cross‐sectional approach. As a consequence, it is difficult to
determine causality in our hypotheses.
Future empirical studies could test our hypotheses using a longitudinal design.
Third, this study assessed CSR based on employees' subjective responses. Thus, we should be
cautious about the potential difference between perception and reality of organization's CSR
activities in relation to employees' pro‐environmental behavior

How was the Conclusion of research article?

Findings show that perceived CSR has both a direct and an indirect influence, through organizational
identification, on pro‐environmental behavior. The results also lent support for the interactive effect of
environmentally specific servant leadership with CSR in predicting employee pro‐environmental
behaviors.