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The Power of Meaningful Work: How Awareness of CSR Initiatives Fosters Task Significance and Positive Work
Outcomes in Service Employees
Steffen Raub and Stephan Blunschi
Cornell Hospitality Quarterly published online 30 August 2013
DOI: 10.1177/1938965513498300
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What is This?
Article
Cornell Hospitality Quarterly
in Service Employees
Abstract
This paper develops and tests a model of the impact of employees’ awareness of corporate social responsibility (CSR)
initiatives on perceived task significance and important attitudinal and behavioral work outcomes of service employees in
the hospitality industry. Data from 211 employees of a United Kingdom–based hotel chain provide support for the concept
that employees should be made aware of CSR actions. Results suggest that employees’ awareness of CSR activities is
positively related to job satisfaction, engagement in helping and voice behavior, and personal initiative, and CSR awareness
is negatively related to emotional exhaustion. These relationships are partly or fully mediated by perceived task significance.
We discuss implications of this research for theory and practice, and provide several recommendations for how managers
in the hospitality industry can increase employees’ awareness for corporate engagement in CSR initiatives.
Keywords
corporate social responsibility (CSR); hospitality industry; task significance; work design
Corporate social responsibility (CSR) has received consid- investors, the launch of the Dow Jones Sustainability Index
erable attention in the hospitality industry (e.g., Lane 1982; (DJSI) in 1999 highlights the relevance of CSR initiatives.
Rowe 1986; Stuckey and Jones 1996; Woods and Berger The DJSI rates companies according to fixed categories and
1989), and guests’ attention to this phenomenon continues compares them within their industry. The success of this
to grow. CSR researchers have suggested that to gain a bal- index over the last eleven years shows that sustainability
anced view of organizational effectiveness, service firms initiatives are of significant interest for shareholders and
should consider both the financial and the CSR-related per- potential investors. Moreover, research suggests that CSR
formance of their business (Jackson and Parsa 2009), and performance is related to the financial success of organiza-
have urged them to integrate CSR into their business strate- tions (Cochran and Wood 1984; Johnson and Greening
gies (Bohdanowicz and Zientara 2008; Manson 2006; 1994; McGuire, Sundgren, and Schneeweis 1988). Such a
Mullen 2006; Pérez and Rodriguez del Bosque 2012). positive effect of engagement in CSR on organizational
Moreover, there is increasing evidence that large, multina- effectiveness (Kraft 1991), volume of business (Boluk
tional hospitality organizations not only implement CSR 2013), and financial performance (Park and Lee 2009) has
activities but also report on these activities on their websites also been suggested for service industries in general and the
and in their annual reports (Holcomb, Upchurch, and hospitality industry in particular.
Okumus 2007). Similar evidence is available for small, In a similar vein, the consequences of CSR activities for
independent hotels (Njite, Hancer, and Slevitch 2011), as customers have been investigated, and evidence for a rela-
well as for the restaurant industry (Jones, Comfort, and tionship between CSR performance and consumer deci-
Hillier 2006). sions has accumulated (Romm 1994; Solomon and Hanson
The increasing business relevance of the topic has been
accompanied by a steady surge in research on the impact of 1
Ecole hôtelière de Lausanne, Le Chalet-à-Gobet, Switzerland
corporate CSR activities (Kechiche and Soparnot 2012; 2
MIGROS, Zürich, Switzerland
Scherer and Palazzo 2011). To date, this research has been
Corresponding Author:
predominantly focused on three distinct groups of stake- Steffen Raub, Ecole hôtelière de Lausanne, Le Chalet-à-Gobet, Route de
holders: shareholders and investors, customers, and prospec- Cojonnex 18, CH-1000 Lausanne 25, Switzerland.
tive employees. With regard to shareholders and potential Email: steffen.raub@ehl.ch
1985; Vandermerwe and Oliff 1990). Service industry allows for the completion of a “whole” identifiable piece of
research also suggests that corporate engagement in CSR is work), autonomy (the extent to which the job provides for
positively associated with customer assessments of service independence and discretion), and feedback (the extent to
quality, customer loyalty, brand identification, and brand which the job or other people provide feedback on the
equity (Calabrese and Lancioni 2008; de los Salmones, effectiveness with which the job is carried out). For our pur-
Crespon, and del Bosque 2005; He and Li 2011; Poolthong poses, a fifth core job characteristic is most essential: task
and Mandhachitara 2009), and similar findings are reported significance.
in research specifically focused on the restaurant industry Task significance is defined as “the degree to which the
(Choi 2011; Hsin-Hui, Parsa, and Self 2010). job has a substantial impact on the lives or work of other
As far as prospective employees are concerned, research people—whether in the immediate organization or in the
has suggested that firms that engage in CSR activities may external environment” (Hackman and Oldham 1975, 161).
develop more positive images and that, as a result, CSR The task significance construct has triggered a substantial
may contribute to creating a competitive advantage in the amount of research on how individual perceptions of being
labor market (Davis 1973; Fombrun and Shanley 1990). able to make a difference for others are related to individual
Drawing on social identity theory and signaling theory, job attitudes and work performance (Grant 2007; 2008). Job
Turban and Greening (1996) showed that firms’ corporate design researchers have argued that job characteristics are
social performance (CSP) is positively related to reputation not simply an objective given, but that jobholders actively
and increases their attractiveness as employers. Along the participate in shaping the characteristics of their jobs and
same lines, other researchers have argued that prospective develop their own perceptions of these characteristics
employees could be more strongly attracted to organiza- (Wrzesniewski and Dutton 2001). One of the driving forces
tions that engage in CSR activities (e.g., Brammer, in this process is the search for meaning in work. In short,
Millington, and Rayton 2007; Greening and Turban 2000; meaningful work requires that employees understand the
Peterson 2004; Rupp, Ganapathi, Aguilera, and Williams significance of what they do (Wrzesniewski, Dutton, and
2006; Turban and Greening 1996). CSR also becomes more Debebe 2003).
relevant from the employers’ perspective. For instance, We suggest that organizational engagement in CSR is
recent hospitality research suggests that recruiters in the one mechanism by which the perceived meaning in work
hospitality industry are increasingly sensitive to CSR- can be increased. When organizations engage in CSR activ-
related values in job candidates and use these value orienta- ities, they actively contribute to the economic, ecological,
tions as an additional selection criterion (Day et al. 2013). or social environment around them. Such activities enhance
Given the depth of research on the impact of corporate the image of the organization and allow employees to con-
CSR activities on shareholders and investors, customers, struct a positive identity for themselves and the organiza-
and prospective employees, there is a surprising lack of tion in which they work as a place that cares for and
research on its impact on another important set of stake- contributes to the well-being of others. This perception
holders: the organization’s current employees. In this should increase task significance, which involves the per-
research, we attempt to fill this gap and investigate the rela- ception of making a positive difference in the lives of
tionship between corporate CSR activities and important others.
outcomes at the employee level. For organizational CSR activities to have positive conse-
quences for individual perceptions of task significance, per-
CSR and Job Design: The Importance sonal involvement or engagement in such initiatives would
certainly be beneficial. But this does not constitute a neces-
of Meaningful Work sary condition. Rather, what is critical is that employees are
Research on job design has a long tradition in the organiza- aware of the organization’s engagement in CSR initiatives.
tional behavior field, dating back to Frederick Taylor’s Hence, we propose the following:
work on scientific management at the turn of the twentieth
century (see, for example, Taylor 1911) and to the human Hypothesis 1: Awareness of CSR activities is positively
relations movement (Roethlisberger and Dickson 1939). A related to perceived task significance.
dominant place in research on work design is occupied by
Hackman and Oldham’s (1975; 1976) path-breaking work Task significance is one of the job characteristics that,
on job characteristics theory. Hackman and Oldham identi- according to Hackman and Oldham (1975; 1976), contrib-
fied five “core job characteristics,” which predict important ute to positive individual work outcomes. They suggest that
outcomes such as job satisfaction, motivation, performance, when work is experienced as being meaningful, individual
and turnover. These core job characteristics include skill job satisfaction should increase. As a baseline to our inves-
variety (the variety of different activities that need to be car- tigation, and in replication of the findings of previous work
ried out in a job), task identity (the degree to which the job design research, we suggest the following:
Exhibit 2:
Descriptive Statistics, Reliabilities, and Zero-Order Correlations.
Variable Mean SD 1 2 3 4 5 6 7 8 9 10
1 Age 28.25 8.51 —
2 Gender 0.48 0.50 .02 —
3 Tenure 2.46 2.51 .45** .03 —
4 CSR awareness 3.05 0.88 .11 −.06 .27** .86
5 Task significance 3.50 0.85 .02 −.04 .20** .23** .85
6 Job satisfaction 3.60 0.76 −.05 .15* −.07 .12 .38** .83
7 Emotional exhaustion 2.57 0.80 −.04 −.11 .06 −.15* −.16* −.45** .90
8 Helping behavior 3.95 0.66 .05 .15* .1 .20** .41** .40** −.19** .91
9 Voice behavior 3.57 0.74 .14 .17* .16* .25** .41** .28** −.08 .62** .92
10 Personal initiative 3.84 0.68 .04 .17* .11 .15* .42** .44** −.15* .76** .66** .93
Note. Bold figures on the diagonal are scale reliabilities (Cronbach’s alpha). Age and Tenure measured in years. Gender: 0 = female, 1 = male. CSR =
corporate social responsibility.
*p < .05. **p < .01.
Exhibit 3:
Results of Confirmatory Factor Analysis.
Note. NFI = normed fit index; CFI = comparative fit index; IFI = incremental fit index; RMSEA = root mean square error of approximation; CSR =
corporate social responsibility.
Exhibit 4: Exhibit 5:
Mediation Analysis—Step 1. Mediation Analysis—Steps 2 and 3 for Job Attitudes.
alternative models, including a one-factor model, a two- Note. Table entries are standardized regression coefficients (betas).
factor model separating predictor and outcome variables, DV = dependent variable; CSR = corporate social responsibility.
*p < .05. **p < .01.
and a five-factor model in which the behavioral outcome
measures were collapsed into a single factor. The results
reveal that the seven-factor model shows acceptable fit to
the data (normed fit index [NFI] = .85, comparative fit The third step in the Baron and Kenny (1986) procedure
index [CFI] = .88, incremental fit index [IFI] = .88, root consists of examining a model in which the independent
mean square error of approximation [RMSEA] = .11) and, variable (CSR awareness) and the mediator (task signifi-
more importantly, also fits the data significantly better than cance) are jointly introduced as predictors of an outcome
the alternative models. variable. These models are designated as “Model 2” in
To assess the hypothesized mediated model, we applied Exhibits 5 and 6. For mediation to occur, the effect of the
the widely used Baron and Kenny (1986) procedure. As a independent variable should be reduced in the last step of
first step, we assessed whether CSR awareness was posi- the analysis. Full mediation occurs if this effect becomes
tively related to task significance (our presumed mediator). nonsignificant. A reduced but still significant regression
As shown in Exhibit 4, when controlling for age, gender, coefficient for the independent variable provides evidence
and tenure, CSR awareness predicts task significance (β = for partial mediation.
.18, p < .05). This result provides support for hypothesis 1 As shown in Exhibits 5 and 6, the introduction of task
and indicates that the first condition of the Baron and Kenny significance in Model 2 leads to a reduction in the effect of
procedure is fulfilled. CSR awareness for every outcome variable.
As a second step, we tested whether CSR awareness pre- In the case of job satisfaction (β = .15, p < .05 → β = .07,
dicted the outcome variables (while controlling for age, ns) and personal initiative (β = .16, p < .05 → β = .09, ns),
gender, and tenure), with the results shown in Exhibits 5 the nonsignificant regression coefficients for CSR aware-
and 6 under “Model 1.” As predicted, CSR awareness was ness provide evidence for full mediation. For emotional
positively related to job satisfaction (β = .15, p < .05), help- exhaustion (β = −.19, p < .05 → β = −.16, p < .05), helping
ing behavior (β = .21, p < .01), voice behavior (β = .22, p < behavior (β = .21, p < .01 → β = .15, p < .05), and voice
.01), and personal initiative (β = .16, p < .05), and was nega- behavior (β = .22, p < .01 → β = .16, p < .05), the results
tively related to emotional exhaustion (β = −.19, p < .05).
Exhibit 6:
Mediation Analysis—Steps 2 and 3 for Behavioral Outcomes.
Note. Table entries are standardized regression coefficients (betas). DV = dependent variable; CSR = corporate social responsibility.
*p < .05. **p < .01.
managers revealed multiple starting points for thinking significance can be enhanced, direct connection to the daily
about how hospitality businesses can foster greater aware- work can be ensured, and positive effect of the participation
ness of corporate CSR initiatives in their employees. can be sustained.
An important facilitating factor for fostering such an
awareness seems to be the extent to which CSR initiatives Declaration of Conflicting Interests
are closely linked to and integrated with the organization’s The author(s) declared no potential conflicts of interest with respect
core business. Employees are more likely to be aware of to the research, authorship, and/or publication of this article.
CSR initiatives that demonstrate a visible impact in their
immediate work environment. For instance, a hospitality Funding
firm’s engagement in promoting sustainable development The author(s) received no financial support for the research,
through the local sourcing of food products or its pledge to authorship, and/or publication of this article.
contribute to energy conservation through the systematic
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Steffen Raub is a full professor of organizational behavior at
37:10.
Ecole Hôtelière de Lausanne, Switzerland (steffen.raub@ehl.ch).
Taylor, F. W. 1911. The Principles of Scientific Management.
His research interests include empowerment, organizational citi-
New York and London: Harper and Brothers.
zenship behavior, proactivity, organizational climate, and work
Turban, D. B., and D. W. Greening. 1996. Corporate social per-
design, with a special focus on service industries.
formance and organizational attractiveness to prospective
employees. Academy of Management Journal 40:658-72. Stephan Blunschi graduated from Ecole hôtelière de Lausanne.
Van Dyne, L., and J. A. LePine. 1998. Helping and voice extra- He currently works as supply chain manager in international fruit
role behaviors: Evidence of construct and predictive validity. and vegetable sourcing for the leading Swiss retailer MIGROS
Academy of Management Journal 41:108-19. (stephan.blunschi@mgb.ch).