Corporate Social Performance and the Psychological Contract

Bruce A. Rayton*, Stephen J. Brammer, Andrew I. Millington

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

18 Citations (Scopus)

Abstract

This study investigates the role of corporate social performance (CSP) within the psychological contract to better illuminate the micro-processes through which CSP promotes improved firm–stakeholder relationships. It extends the study of psychological contract breach beyond the dyadic relationship between the organization and the employee through an analysis of the impact of employee perceptions of internal and external CSP on psychological contract breach. In so doing, we add significantly to the growing evidence base in relation to if, how, and when affective commitment is enhanced by CSP by explicitly accounting for the role of employee expectations in respect of their employers’ socially responsible initiatives in shaping employees’ attitudinal outcomes.

Original languageEnglish
Pages (from-to)353-377
Number of pages25
JournalGroup and Organization Management
Volume40
Issue number3
DOIs
Publication statusPublished - 15 Jun 2015
Externally publishedYes

Keywords

  • corporate social responsibility
  • psychological contracts
  • social exchange
  • social identity

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