Suchergebnisse

AbstractThe underlying principle of the present research work is to examine how manager's personal values and strategic CSR influences employees perceived CSR and implementation within their organizations, therefore, giving importance to the performance and sustainable development as a whole. Here, the research model is tested all the way through an assessment conferring with 238 survey participants from companies functioning in a variety of sectors like agribusiness, automobiles, and so forth. The end result guides to the subsequent conclusions: managers' personal values exhibited a direct positive relationship with both employees' CSR perception and CSR implementation; strategic CSR also displayed a positive relationship with both employees' CSR perception and CSR implementation. The analysis also shows an optimistic association between CSR implementation and CSR performance; whereas CSR performance demonstrated a significant positive relationship with corporate sustainable development, thereby, accepting the proposed hypothesis formulated. The CSR implementation has changed to be a vital constituent of management and organizational behavior. However, the internal CSR dimension has been principally mistreated so far. Hence, this is a bridging study between the micro aspect of perception leading to macro perspective of sustainability and performance system management which is a vital contribution of this paper.