QUANTIFYING EMPLOYEES’ WELL-BEING AS THE MEDIATOR FOR ORGANISATIONAL RESILIENCE THROUGH EMPLOYEE-CENTRED CSR: A MODEL COMPARISON APPROACH

Abstract

This study investigates the relationship between Employee-Centred Corporate Social Responsibility (ECCSR) and organisational resilience, focusing on empirically validating the mediating effects through rigorous model comparison approach to enhance the robustness of the findings. Non-probability approach, specifically purposive sampling was employed to reach the targeted respondents. Respondents were selected based on two criteria: being full-time employees and having been employed during and after the global pandemic. Data were gathered through a self-administered questionnaire and analysed using variance-based structural equation modeling (SEM). The results indicate a significant positive effect of ECCSR on organisational resilience. Additionally, the mediation effects of workplace well-being and social well-being are confirmed through a model comparison approach, which quantifies the level of uncertainty introduced by these mediating effects. The study is novel in three aspects: First, it categorises employee wellbeing into two dimensions, namely, workplace well-being and social well-being; second, it conceptualises the impetus of ECCSR in terms of the Matthew Effect, highlighting the self-reinforcing nature of benefit accumulation; and third, it employs a quality assessment to quantify the presence of mediators. Organisations are encouraged to consider and leverage the positive impacts associated with ECCSR, such as increased employee engagement and retention, as well as improved corporate reputation.

Keywords

• organisational resilience
• employee-centred csr
• employee well-being
• decent job