Psychologists have long assumed that the motivation for all intentional action, including all action intended to benefit others, is egoistic. People benefit others because, ultimately, to do so benefits themselves. The empathy-altruism hypothesis challenges this assumption. It claims that empathic emotion evokes truly altruistic motivation, motivation with an ultimate goal ofbenefiting not the self but the person for whom empathy is felt. Logical and psychological distinctions between egoism and altruism are reviewed, providing a conceptualframeworkfor empirical tests for the existence of (...) altruism. Results of empirical tests to date are summarized; these results provide impressive support for the empathy-altruism hypothesis. We conclude that the popular and parsimonious explanation ofprosocial motivation in terms ofuniversal egoism must give way to a pluralistic explanation that includes altruism as well as egoism. Implications of such a pluralism are briefly noted, not only for our understanding ofprosocial motivation but also for our understanding of human nature and of the emotion-motivation link. (shrink)

Corporate social responsibility (CSR) is one of the most prominent concepts in the literature and, in short, indicates the positive impacts of businesses on their stakeholders. Despite the growing body of literature on this concept, the measurement of CSR is still problematic. Although the literature provides several methods for measuring corporate social activities, almost all of them have some limitations. The purpose of this study is to provide an original, valid, and reliable measure of CSR reflecting the responsibilities of a (...) business to various stakeholders. Based on a proposed conceptual framework of CSR, a scale was developed through a systematic scale development process. In the study, exploratory factor analysis was conducted to determine the underlying factorial structure of the scale. Data was collected from 269 business professionals working in Turkey. The results of the analysis provided a four-dimensional structure of CSR, including CSR to social and nonsocial stakeholders, employees, customers, and government. (shrink)

The goals of this research were to (1) explore the direct effects of and interactions between magnitude of consequences and various types of proximity - social, psychological, and physical - on the ethical decision-making process and (2) investigate the influence of empathy on the ethical decision-making process. A carpal tunnel syndrome vignette and questionnaire were administered to a sample of human resource management professionals to test the hypothesized relationships. Significant relationships were found for the main effects between magnitude of consequences (...) and principle-based evaluation, cognitive empathy and principle-based evaluation, and empathy and moral intention. Physical proximity moderated the relationships between magnitude of consequences and utilitarian evaluation as well as magnitude of consequences and moral intention. Cognitive empathy moderated the relationships between magnitude of consequences and principle-based evaluation and physical proximity and utilitarian evaluation. Affective empathy marginally moderated the relationship between physical proximity and principle-based evaluation. Future research directions, management implications, and strengths and weaknesses of the research are discussed. (shrink)

Companies offer ethics codes and training to increase employees' ethical conduct. These programs can also enhance individual work attitudes because ethical organizations are typically valued. Socially responsible companies are likely viewed as ethical organizations and should therefore prompt similar employee job responses. Using survey information collected from 313 business professionals, this exploratory study proposed that perceived corporate social responsibility would mediate the positive relationships between ethics codes/training and job satisfaction. Results indicated that corporate social responsibility fully or partially mediated the (...) positive associations between four ethics program variables and individual job satisfaction, suggesting that companies might better manage employees' ethical perceptions and work attitudes with multiple policies, an approach endorsed in the ethics literature. (shrink)

This study investigates the social–psychological mechanisms leading individuals in organizations to engage in environmental citizenship behaviors, which entail keeping abreast of, and participating in, the environmental affairs of a company. Informed by the corporate greening and organizational behavior literature, we suggested that an employee’s level of involvement in the management of a company’s environmental impact was the overt manifestation of his or her discretionary sense of commitment to environmental concerns in the work context, and that such commitment developed through the (...) interplay of individual, organizational, and supervisory factors. Our general findings support the idea that when environmental protection is valued and encouraged by the company and line managers, organization members are more likely to experience a volitional sense of attachment and responsibility to corporate environmental goals and values, which is enacted through citizenship behaviors. We also expected that individual ecological beliefs would strengthen the environmental commitment of employees via identification with, and adherence to, the socially responsible cause embodied by the organization and its managerial staff. But it did not. On the contrary, the data indicated that corporate environmental policy is more likely to influence an employee’s level of environmental commitment when he or she holds weak versus strong personal ecological beliefs. Theoretical and managerial implications of our findings are discussed. (shrink)

This field study investigated the relationship between strategic human resource management, internal environmental concern, organizational citizenship behavior for the environment, and environmental performance. The originality of the present research was to link human resource management and environmental management in the Chinese context. Data consisted of 151 matched questionnaires from top management team members, chief executive officers, and frontline workers. The main results indicate that organizational citizenship behavior for the environment fully mediates the relationship between strategic human resource management and environmental (...) performance, and that internal environmental concern moderates the effect of strategic human resource management on organizational citizenship behavior for the environment. (shrink)

While the importance of employee initiatives for improving the environmental practices and performance of organizations has been clearly established in the literature, the precise nature of these initiatives has rarely been examined (particularly the issue of their discretionary or mandatory nature). The role of organizational citizenship behaviour in environmental management remains largely unexplored. The main objectives of this paper were to propose and validate an instrument for measuring organizational citizenship behaviour for the environment (OCBE). Exploratory (Study 1, N = 228) (...) and confirmatory (Study 2, N = 651) analyses were conducted to examine the factor structure of OCBEs. The factor structure that emerged from Study 1 indicated that the three main types of OCBEs were eco-initiatives, eco-civic engagement and eco-helping. The factor structure found in Study 1 was confirmed by Study 2. Analysis of the three types of OCBEs highlighted the complexity of discretionary initiatives for the environment in the workplace and points to a number of avenues for further research. (shrink)

The purpose of this study is to examine the relationship between the corporate social performance of an organization and three variables: the size of the organization, the financial performance of the organization, and the environmental performance of the organization. By empirically testing data from 1987 to 1992, the results of the study show that a firm's corporate social performance is indeed impacted by the size of the firm, the level of profitability of the firm, and the amount of pollution emissions (...) released by the firm. (shrink)

This study proposes two identification cuing factors to understand how corporate social responsibility relates to employees’ identification with their firm. The results reveal that a firm’s CSR initiatives increase employee–company identification. E–C identification, in turn, influences employees’ commitment to their company. However, CSR associations do not directly influence employees’ identification with a firm, but rather influence their identification through perceived external prestige. Compared to CSR associations, CSR participation has a direct influence on E–C identification. On the basis of these findings, (...) it is argued that CSR performance can be an effective way for companies to maintain a positive relationship with their employees. (shrink)

Using the lens of positive organizational ethics, we theorized that empathy affects decisions in ethical dilemmas that concern the well-being of not only the organization but also other stakeholders. We hypothesized and found that empathetic managers were less likely to comply with requests by an authority figure to cut the wages of their employees than were non-empathetic managers. However, when an authority figure requested to hold wages constant, empathy did not affect wage cut decisions. These findings imply that empathy can (...) serve as a safeguard for ethical decision making in organizations during trying times without generally undermining organizational effectiveness. We conclude by discussing the implications of our research. (shrink)

Organizational citizenship behaviors have been the topic of much research attempting to understand the motivations, manifestations, and impacts of these behaviors on organizational development. However, studies have been based essentially on an anthropocentric and intra-organizational perspective that tends to ignore broader environmental issues. Due to the complexity of environmental issues and their human, informal, and preventive aspects, consideration of these issues requires voluntary and decentralized initiatives that draw on organizational citizenship behaviors. The role of these behaviors has been neglected, or (...) even ignored, in studies of environmental management, which have focused mainly on the explicit, formal, and prescriptive aspects of organizations. The aim of this article is to shed light on the pertinence of organizational citizenship behaviors in improving the efficacy and efficiency of environmental management. The article discusses how the principal dimensions of these behaviors can be applied to the environmental practices of organizations and underlines their importance in responding to essential challenges of environmental management, including the complexity of environmental issues, limitations of formal management systems, the need to consider tacit knowledge, the importance of helping relationships, and the promotion of␣social legitimacy among organizations. Measures to encourage eco-efficiency and establish a favorable context for the emergence of citizenship behaviors are also proposed. (shrink)

This paper contributes to the ongoing discussion of sustainability behaviors by introducing the construct of perceived organizational support toward the environment. We propose and empirically test an integrated model whereby we test the association of POS-E with employees’ organizational citizenship behaviors toward the environment as well as to job attitudes. Results indicated that POS-E was positively related to OCB-E, job satisfaction, organizational identification, and psychological empowerment, and negatively related to turnover intentions. We also found that psychological empowerment partially mediated the (...) relationship between POS-E and the dependent variables. We discuss the theoretical implications as well as practical implications for managers seeking to encourage sustainability in their organizations. (shrink)