無中文摘要

The purpose of this paper was to explore the impact of employee’s perception of corporate social responsibility (CSR) on employee engagement as well as the moderating effect of perceived supervisor support. Data were collected by distributing both paper-based and online questionnaires. The final sample involved 427 full-time employees working in the Taiwan large corporations with annual revenue more than NT$10 billion. A hierarchical regression analysis was applied to examine the results of the relationships. The result supported the idea that employee’s perception of CSR was a significant antecedent of employee engagement in terms of the dimensions of philanthropic, ethical and environmental CSR activities. While, the further result showed that among the three dimensions of employee’s perception of CSR, perceived supervisor support merely have significant and positive moderating effect on the relationship between employee’s perception of ethical CSR and employee engagement. The findings can help human resource practitioners and higher level managers understand that CSR can be taken as a strategy to increase employee engagement. As for the implication of this study, it indicated that some of the CSR related trainings and internal managerial mechanisms are necessary to be built for ensuring supervisors understand organizations’ CSR initiatives and are willing to deliver them actively to employees based on different individuals’ needs. Moreover, in order to get more strategic benefits from CSR implementation, the embeddedness of CSR values into the daily working environment was also mentioned in the end of this study.

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