CSR and employee outcomes: a systematic literature review

Yassin, Yasse ; Beckmann, Ma kus
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CSR and employee ou comes: a sys ema ic li e a u e
e iew
Managemen Re iew Qua e ly
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Sugges ed Ci a ion: Yassin, Yasse ; Beckmann, Ma kus (2024) : CSR and employee ou comes:
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Managemen Re iew Qua e ly (2025) 75:595–641
h ps://doi.o g/10.1007/s11301-023-00389-7
CSR andemployee ou comes: asys ema ic li e a u e e iew
Yasse Yassin1 · Ma kusBeckmann1
Recei ed: 26 Janua y 2023 / Accep ed: 28 No embe 2023 / Published online: 30 Janua y 2024
© The Au ho (s) 2024
Abs ac
The pu pose o his esea ch is o consolida e and ex end he cu en li e a u e on
employee ou comes o CSR ( e e ed o as mic o-le el ou comes). The au ho s use a
sys ema ic e iew o he li e a u e as a me hod o summa ize and syn hesise he di -
e en e ec s o CSR ac i i ies on employees based on 270 jou nal a icles. The con-
ibu ion o his pape is ha i p o ides a comp ehensi e lis o employee ou comes
classi ied in o di e en ca ego ies and a concep ual amewo k ha maps desi able
and undesi able ou comes o CSR ac i i ies on employees. The esul s show ha
a ious dimensions o CSR ha e di e en e ec s on employee ou comes. In addi-
ion, we explain media o s o CSR-employee ou comes ela ionships and mode a o s
ha could s eng hen o weaken his ela ionship. The e iew e eals impo an gaps
and o e s a esea ch agenda o he u u e. We ha e ound only a ew s udies dealing
wi h he nega i e impac s o CSR on employees as well as only a ew s udies ha
explain how di e en dimensions o CSR a ec employees di e en ly. The s udy
has also p ac ical implica ions o companies, as unde s anding di e en e ec s o
CSR on employees helps o ganiza ions o design and implemen CSR s a egies and
policies ha os e employees’ posi i e a i udes and beha iou s as well as p e en
o educe he nega i e e ec s, and hence c ea e a business alue and sus ainable
g ow h o he company.
Keywo ds Co po a e social esponsibili y· Mic o-le el· Employee ou comes·
Employee a i udes· Employee beha iou s· Employee well-being· Sys ema ic
e iew
صخلمل:
.نيفظوملا ىلع تاكرشلل ةيعامتجلاا ةيلوؤسملا رثأ لوح ةيلاحلا تايبدلاا عيسوتو عيمجت ىلإ ثحبلا اذه فدهي
ةفلتخملا تاريثأتلا عيمجت و صيخلتل ةليسوك ةقباسلا تاساردلل ةيجهنملا ةعجارملا بولسأ نوثحابلا مدختسا دقو
ثحبلا اذه ةمهاسم لثمتتو .ًايملع ًلااقم 270 ىلع ءانب نيفظوملا ىلع تاكرشلل ةيعامتجلاا ةيلوؤسملا ةطشنلأ
مسري يميهافم راطإو ةفلتخم )ماسقأ( تائف يف ةفنصملا نيفظوملا ىوتسم ىلع تاريثأتلل ةلماش ةمئاق ريفوت يف
* Yasse Yassin
Yasse .yassin@ au.de
1 F ied ich-Alexande -Uni e si ä E langen-Nü nbe g, Chai o Co po a e Sus ainabili y
Managemen , Nu embe g, Ge many
596
Y.Yassin, M.Beckmann
جئاتنلا ترهظأ دقو .نيفظوملا ىلع تاكرشلل ةيعامتجلاا ةيلوؤسملا ةطشنلأ ةبوغرملا ريغو ةبوغرملا جئاتنلا
ةساردلا تلوانت امك .نيفظوملا ىلع ةفلتخم تاريثأت اهل تاكرشلل ةيعامتجلاا ةيلوؤسملل ةفلتخملا داعبلاا نأ
و فقاوم و ةهج نم تاكرشلل ةيعامتجلاا ةيلوؤسملا نيب ةقلاعلا ىلع رثؤت يتلا ةلدعملاو ةطيسولا تاريغتملا
تاساردلل ةيثحب ةدنجأ تمدقو ةمهم تاوجف دوجو نع ةساردلا ترفسأ دقو .ىرخأ ةهج نم نيفظوملا تايكولس
ىلع تاكرشلل ةيعامتجلاا ةيلوؤسملل ةيبلسلا راثلاا لوانتت يتلا تاساردلا نم ليلق ددع اندجو دقلف ، ةيلبقتسملا
ةيعامتجلاا ةيلوؤسملل ةفلتخملا داعبلاا رثؤت فيك حضوت يتلا تاساردلا نم ليلق ددع كلذكو ، نيفظوملا
مهف نأ ثيح ،تاكرشلل ةيلمعلا تاقيبطتلا اضيأ ةساردلا نمضتتو .فلتخم لكشب نيفظوملا ىلع تاكرشلل
ذيفنتو ميمصت ىلع تامظنملا دعاسي نيفظوملا ىلع تاكرشلل ةيعامتجلاا ةيلوؤسملل ةفلتخملا تاريثأتلا
عنم كلذكو نيفظوملل ةيباجيلاا تايكولسلاو فقاوملا ززعت يتلا ةيعامتجلاا ةيلوؤسملا تاسايس و تايجيتارتسإ
ةكرشلل مادتسم ومن قيقحتو ةفاضم ةميق قلخ يلاتلابو ،ةيبلسلا تايكولسلاو فقاوملا ليلقت وأ.
1 In oduc ion
Al hough he e is an ex ensi e discussion in he li e a u e abou he impac o
Co po a e Social Responsibili y (CSR), mos o hese s udies a e in e es ed in
i s impac a he o ganiza ional le el. Few s udies analyse i s e ec on indi idu-
als and, in pa icula , on employees. Only in he las decade, since 2010, some
esea che s began o ocus on s udying he ela ionship be ween CSR and employ-
ees o a company (e.g., Gla as 2016; Lee and Chen 2018; John e al. 2017; Du
e al. 2015). A s ong link was ound be ween CSR and employees o wo ea-
sons: On he one hand, employees a e one o he mos impo an s akeholde s
ha he o ganiza ion should be esponsible o (Fa ooq e al. 2014a, b; Sil aoja
e al. 2015). They a e a ec ed by a company’s policies and ac i i ies including
CSR, whe he in e nal o ex e nal CSR, and o m di e en pe cep ions abou
hese ac i i ies. On he o he hand, employees a e seen as a d i e ha is el-
e an o he business bene i o CSR (Gao and He 2017; De Roeck and Fa ooq
2018). Employees eac , acco ding o hei pe cep ions abou CSR, h ough di -
e en a i udes and beha iou s such as pa icipa ing in, and e en leading CSR
p og ams, wo k sa is ac ion, o ganiza ional commi men , and in- ole and ex a-
ole pe o mance which, in u n, a ec he economic pe o mance o he company
(Gao e al. 2018). So, companies should conside ha employees ha e di e en
iews, needs, expec a ions, and mo i a ions when designing and implemen ing
CSR p og ams o imp o e he well-being o employees and achie e a compe i i e
ad an age (De Roeck and Maon 2018; E ans and Da is 2014; Pa k e al. 2018).
Mos o he s udies linking CSR o employee ou comes, which include
employee a i udes and beha iou s ha could esul om CSR ac ions and poli-
cies, in es iga e isola ed ou comes such as employee sa is ac ion, o ganiza ional
ci izenship beha iou , o o ganiza ional commi men . In addi ion, hey ocus
mainly on he desi able ou comes o CSR on employees and no po en ially he
undesi able ones. Wha is missing is a comp ehensi e pic u e ha maps he ull
spec um o employee ou comes, whe he desi able (i.e., being good o employ-
ees and/o he o ganiza ion/socie y) o undesi able (i.e., being de imen al o
employees and/o he o ganiza ion/socie y). Mo eo e , simply asking i CSR
c ea es ce ain employee ou comes unde es ima ed he ole o con ex ual ac o s
such as indi idual di e ences (e.g., collec i ism, empa hy, demog aphic ac o s)
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CSR andemployee ou comes: asys ema ic li e a u e e iew
and o ganiza ional ac o s (e.g., o ganiza ional suppo , o e all jus ice, e hical
leade ship, e c.). In ac , whe he CSR has desi able o undesi able ou comes c i -
ically depends on he condi ions unde which i un olds.
While schola s ha e in es iga ed many o hese in luencing ac o s, he e is,
so a , no comp ehensi e o e iew o media o s and mode a o s ha explain and
could a ec posi i ely o nega i ely he ela ionship CSR can ha e on employ-
ees. Thus, ad ancing ou unde s anding o employee ou comes o CSR can help
companies o design and implemen CSR s a egies and p og ams ha conside
employee needs and expec a ions, which, in u n, os e suppo i e employee a i-
udes and beha iou s ha inc ease business e u ns.
To add ess his esea ch gap, we conduc a sys ema ic li e a u e e iew (SLR)
o 270 pape s o gi e a ull o e iew and o de elop a concep ual amewo k o he
ela ionship be ween CSR and employees, including cu en employees, job seeke s
and p ospec i e employees. We sys ema ically e iew a icles ha include no only
he posi i e impac s o CSR on employees, bu also he nega i e ones o he so-
called “da k side o CSR” by Maon e al. (2019). In addi ion, some esea che s di -
e en ia e be ween di e en dimensions o CSR, such as in e nal and ex e nal CSR,
o Ca oll’s ou dimensions o economic, legal, e hical, and disc e iona y CSR.
Hence, we speci ically cla i y he di e en e ec s o a ious dimensions o CSR
on employees. Fu he mo e, we inco po a e he mechanisms (i.e., media o s) ha
media e hese ela ionships and bounda y condi ions (i.e., mode a o s) ha could
s eng hen o weaken hese ela ionships.
As he ield o CSR and employee ou comes is widely dispe sedand spans di -
e en ypes o ou comes, he pu pose o his s udy is o summa ize and s uc u e
ex an employee ou come esea ch, including con ex ual, hinde ing, and ca alysing
ac o s and o ou line a esea ch agenda o CSR-employee ou come esea ch as a
mul i-e ec , mul i-dimension phenomenon. To achie e his pu pose, he ollowing
ques ions will be answe ed in he subsequen sec ions:
• Wha kind o employee ou comes can CSR gene a e?
• How can hese ou comes be ca ego ized?
• Wha a e he mechanisms (media o s) ha explain he ela ionship be ween CSR
and employee ou comes?
• Wha a e he bounda y condi ions (mode a o s) ha could a ec he ela ion-
ship?
• Wha a e he e ec s o di e en kinds o CSR on employee ou comes?
The o ganiza ion o ou pape p oceeds in i e s eps: Fi s , we p o ide a b ie
o e iew o he CSR concep and explain i s di e en dimensions. Second, we in o-
duce he esea ch me hodology o he SLR and p o ide a desc ip i e and hema ic
con en analysis o he selec ed li e a u e o gi e a gene al o e iew o he da a.
Thi d, based on he indings, we explain he di e en employee ou comes ha could
be gene a ed by di e en kinds o CSR and cla i y he media o s and mode a o s
ha could a ec he ela ionship. Fou h, we classi y employee ou comes in o di -
e en ca ego ies/g oups and de elop a amewo k ha links all employee ou comes
598
Y.Yassin, M.Beckmann
o CSR. Finally, we summa ize ou heo e ical con ibu ion and discuss p ac ical
implica ions, gaps, and a esea ch agenda o he u u e.
2 B ie o e iew o CSR andemployee ou comes
In his sec ion, we de ine CSR, cla i y i s di e en dimensions, and explain wha
we mean by employee ou comes o CSR. Then, we will gi e a b ie o e iew o he
p e ious sys ema ic li e a u e e iews on he opic.
The e is no consensus o widely accep ed de ini ion o CSR. The a guably
mos popula de ini ion in he li e a u e is ha o Ca oll (1991). He s a ed ha
“social esponsibili y o business encompasses he economic, legal, e hical, and
disc e iona y (philan h opic) expec a ions ha socie y has o o ganiza ions a a
gi en poin in ime” (Ca oll and Buchhol z 2009, p. 40). Ano he popula de i-
ni ion o CSR is he one a icula ed by The Commission o he Eu opean Com-
muni ies (CEC), which de ines CSR as “a concep whe eby companies in eg a e
social and en i onmen al conce ns in hei business ope a ions and in hei in e -
ac ions wi h hei s akeholde s on a olun a y basis” (CEC 2001, p. 4). On he
o he hand, many o he esea che s in mic o-CSR esea ch, which is conce ned
wi h he s udy o he e ec s o CSR on indi iduals, adop he de ini ion o CSR as
“con ex -speci ic o ganiza ional ac ions and policies ha ake in o accoun s ake-
holde s’ expec a ions and he iple bo om line o economic, social, and en i on-
men al pe o mance” (Aguinis 2011, p. 858). Ou ocus in his pape is e iewing
he li e a u e on one pa o he mic o-CSR, namely wi h a ocus on employees,
and we, he e o e, exclude o he indi iduals such as in es o s, consume s, execu-
i es, and manage s.
Resea che s ha e classi ied CSR in o mul iple dimensions due o hei di e en
pe spec i es o wha de ines CSR. The mos equen classi ica ion o CSR used in
he li e a u e dis inguishes be ween in e nal and ex e nal CSR (e.g., Hu e al. 2019;
Edwa ds and Kud e 2017; Agga wal and Singh 2022). In e nal CSR (ICSR) e e s
o he ac i i ies, ac ions, and policies o he o ganiza ion ha a e di ec ed o he
in e nal s akeholde s o he o ganiza ion, such as employees, while ex e nal CSR
(ECSR) e e s o ac i i ies, ac ions, and policies di ec ed owa d o he s akehold-
e s such as cus ome s, go e nmen s, communi ies, and he en i onmen (Zhao e al.
2020; S o y and Cas anhei a 2019; Ouakouak e al. 2019). Some esea che s di e -
en ia e be ween he ou dimensions o CSR o Ca oll, which a e economic, legal,
e hical, and disc e iona y (e.g., Maignan and Fe ell 2001; Lin e al. 2012; Kim e al.
2018; Mohammed e al. 2022). O he esea che s g oup CSR dimensions acco ding
o s akeholde g oups such as communi y, employees, consume s, and en i onmen
CSR (e.g., Fa ooq e al. 2014a, b; Pa k e al. 2018), whe eas ew esea che s such
as Bohlmann e al. (2018) dis inguish be ween social, economic, and en i onmen al
CSR.
Al hough he e is no consensus abou CSR de ini ion in he li e a u e, Dahls ud
(2008) e iewed and analysed 37 di e en de ini ions and de eloped he ollowing
i e CSR dimensions:

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CSR andemployee ou comes: asys ema ic li e a u e e iew
• The s akeholde dimension, which e e s o he o ganiza ion’s esponsibili y o
all s akeholde s such as cus ome s, employees, sha eholde s, in es o s, go e n-
men , communi y, and he en i onmen .
• The economic dimension, which e e s o he o ganiza ion’s obliga ion o gene -
a e p o i s o he sha eholde s and in es o s.
• The disc e iona y dimension o he olun a y ac i i ies o he o ganiza ion ha
ex ends beyond he law.
• The social dimension, which includes he esponsibili y o he o ganiza ion o
ha e a posi i e impac on socie y.
• The en i onmen dimension, which includes he o ganiza ion’s esponsibili y o
p o ec and p ese e he na u al en i onmen and p omo e g een beha iou s.
Mos s udies ha in es iga e he CSR-employee-ou comes ela ionship ha e
ocused ei he on CSR’s o e all e ec s on employee ou comes, o on he e ec o
only one dimension o CSR on employees. The e a e ew s udies ha di e en ia e
be ween he e ec s o di e en dimensions o CSR on employee ou comes. The e-
o e, in ou analysis, we ollow he Dahls ud’s (2008) i e CSR dimensions, as hey
co e almos all aspec s o CSR men ioned in he de ini ions o CSR in p e ious
s udies and in es iga e whe he each CSR dimension a ec s employee ou comes di -
e en ly o no .
Rega ding employee ou comes’ de ini ion, we go beyond he adi ional ocus on
inancial compensa ion o include all he employees’ a i udes and beha iou s ha
could esul om he o ganiza ion’s ac ions and policies. These ou comes could be
desi able o undesi able. Desi able employee ou comes include wo subca ego ies,
namely he desi able employee ou comes ha ha e a posi i e ela ionship wi h CSR
as well as he undesi able employee e ec s ha ha e a nega i e ela ionship wi h
CSR and a e hus educed. Simila ly, undesi able ou comes o he so called “da k
side o CSR” include wo subca ego ies o de imen al employee ou comes o CSR,
namely undesi able employee ou comes ha ha e a posi i e ela ionship wi h CSR
and desi able employee ou comes ha dec ease wi h CSR due o a nega i e ela ion-
ship wi h i .
Conce ning p io e iews ha in es iga e he ela ionship be ween CSR and
employee ou comes, Gond e al. (2017), in hei sys ema ic e iew o CSR a he
indi idual le el, consolida e and ex end p io e iews o Aguinis and Gla as (2012),
Rupp and Mallo y (2015), Gla as (2016). They also cla i y d i e s, p ocesses, and
eac ions o indi iduals o CSR and explain he mechanisms and bounda y condi-
ions ha a ec he ela ionship. Al hough his e iew is aluable and insigh ul
in summa izing and analysing he e ec s o CSR a he indi idual le el, we ound
a ious easons o an up- o-da e sys ema ic e iew: Fi s , hey examined he CSR’s
o e all e ec s on employees wi hou di e en ia ing be ween he di e en e ec s o
di e en dimensions o CSR; second, hey did no include undesi able employee
ou comes o CSR; and hi d, hey e iewed a icles published un il 2016, and we
ound a massi e inc ease in he mic o-CSR li e a u e in he pas six yea s, as 187
a icles ou o 270 (69%) examined in ou e iew we e published in he six yea s
since hei e iew.
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Y.Yassin, M.Beckmann
We also ound h ee addi ional e iews ha a e published ecen ly which a e
Wang e al. (2020), Zhao e al. (2020), and Macassa e al. (2021). All o hem we e
no inclusi e because hey, i s , include only empi ical s udies; second, hey did no
include undesi able employee ou comes no he comple e lis o posi i e ou comes,
media o s, and mode a o s.
Onkila and Sa na (2022), in hei ecen sys ema ic e iew o employee ela-
ions wi h CSR, ha e con ibu ed impo an insigh s o ou unde s anding, as he
au ho s classi ied he li e a u e in o h ee ca ego ies (o ganiza ional implemen a-
ion o CSR, bene i s o o ganiza ions, and di e ences in employees’ pe cep ions
o CSR). In addi ion, hey iden i ied media ing ca ego ies be ween he main
ca ego ies. Howe e , his e iew is no up o da e, as i includes a icles pub-
lished only un il 2018, and mo e han hal o he a icles e iewed in ou li e a-
u e we e published in he ou yea s since hei publica ion (142 ou o 270). In
addi ion, his e iew is mo e conce ned wi h he impo ance o o ganiza ional-
le el policies, p ac ices, and leade beha iou , as well as he bene i s o CSR
o employees om he o ganiza ion pe spec i e han he employee one, such as
o ganiza ional epu a ion, ex e nal image, and s ong ela ionships wi h employ-
ees. To summa ize: we ha e iden i ied se e al gaps and limi a ions ha wa an
an up- o-da e sys ema ic e iew. The poin s we ha e highligh ed include:
– Di e en ia ion o CSR dimensions: The p e ious e iews we men ioned did
no di e en ia e be ween he a ious dimensions o CSR and hei dis inc
e ec s on employees. We we e looking o a e iew ha del es in o how di -
e en aspec s o CSR migh impac employees di e en ly.
– Undesi able employee ou comes: The e iews we discussed ha e p ima -
ily ocused on desi able employee ou comes esul ing om CSR ini ia i es.
Maon e al. (2019), o example, in hei sys ema ic e iew s a ed ha u u e
esea ch should in es iga e undesi able employee ou comes o CSR and
explain media o s and mode a o s ha could ha e e ec on he ela ionship.
The e o e, we we e in e es ed in a e iew ha includes bo h he desi able and
undesi able ou comes o CSR on employees.
– Recen li e a u e: The exis ing e iews ha e a ime gap in e ms o he a i-
cles hey include, wi h many o he ecen a icles no being conside ed. Ou
in e es lies in an up- o-da e e iew ha akes in o accoun he signi ican
inc ease in li e a u e o e he pas ew yea s.
– Inclusi eness o s udies: Some o he e iews, e.g., Zhao e al. (2020), only
included empi ical s udies, po en ially excluding aluable insigh s om o he
ypes o esea ch.
– Media o s and mode a o s: Zhao e al. (2020), in hei sys ema ic e iew
called o mo e esea ch on new employee ou comes, media o s and mod-
e a o s. Likewise, Gond e al. (2017) sugges ed ha u u e esea ch should
in es iga e how media o s in e ac and conside new indi idual di e ences.
Ou e iew comp ehensi ely iden i ied and p esen ed employee ou comes o
CSR as well as he media o s and mode a o s o he ela ionship.
– Employee pe spec i e: While some e iews ocused on he o ganiza ional
pe spec i e and bene i s o CSR, we we e in e es ed in a e iew ha empha-
601
CSR andemployee ou comes: asys ema ic li e a u e e iew
sizes he impac o CSR on employees hemsel es. P e ious sys ema ic
e iews, such as Wang e al. (2020), and Onkila and Sa na (2022), sugges ed
ha u u e esea ch should app oach employee-CSR esea ch mo e as indi-
idual-le el phenomenon.
Gi en hese conside a ions, conduc ing an up- o-da e sys ema ic e iew ha
add esses hese gaps and limi a ions in he exis ing li e a u e could indeed con-
ibu e signi ican ly o he unde s anding o he ela ionship be ween CSR and
employee ou comes. Such a e iew could help esea che s, p ac i ione s, and
o ganiza ions gain a mo e nuanced and comp ehensi e unde s anding o he
opic.
3 Me hodology
We conduc ed a sys ema ic li e a u e e iew (SLR) o iden i y, analyze, and syn-
hesize he knowledge on employee ou comes o CSR. We ollowed he s uc u ed
mul is age p ocess o Denye and T an ield (2009) and Shabi and Rosmini (2016),
which consis s o a planning phase, a scoping s udy, he selec ion o sea ch pa ame-
e s, he selec ion o publica ions as well as he da a analysis and he syn hesis o he
publica ions (Denye and T an ield 2009; Ga kisch e al. 2017; Pilbeam e al. 2012,
p. 360; Shabi and Rosmini 2016).
Rega ding he choice o da abase, we decided o limi ou sea ch o a da abase
wi h a p ecise i wi h ou opic. We hus depa ed om p e ious sys ema ic e iews
ha used Scopus o Web o Science. Gi en hei mul idisciplina y na u e, hese
da abases a e ad an ageous o SLRs ha combine esea ch insigh s om highly
dispa a e esea ch disciplines. Gi en ou speci ic esea ch in e es in CSR and
employee ou comes, howe e , we delibe a ely decided o use he Business Sou ce
Comple e (EBSCOhos ) da abase. As he leading da abase in he ield o business,
his da abase no only co e s he jou nals ele an o CSR esea ch bu also includes
Table 1 Topic- ela ed and Sec o - ela ed sea ch e ms
Topic- ela ed sea ch e ms Sec o - ela ed sea ch e ms
TI (Co po a e Social Responsibili y OR CSR
OR Co po a e Social Ini ia i e* OR Co po a e
Responsib* OR Social Responsib* OR Co po a e
Ci izenship OR T iple Bo om Line)
AB (s a esponse* OR s a a i ude* OR
s a e ec * OR indi idual pe o mance OR
indi idual eac ion OR indi idual e ec OR
indi idual well-being OR indi idual wel#being
OR employ* consequence* OR pe sonnel de el-
opmen OR employ* ou come* OR employ*
pe o mance OR employ* a i ude* OR
employ* beha io# * OR employ* well-being
OR employ* wel#being OR in e nal s ake-
holde * OR employ* esponse* OR indi idual
ou come* OR employ* eac ion* OR employ*
e ec * OR Human Resou ce* OR Human Capi-
al OR labo# ma ke *)
602
Y.Yassin, M.Beckmann
psychology and human esou ce esea ch ele an o ou in e es in employee ou -
comes. While excluding o he da abases is a ce ain limi a ion o ou esea ch, we
op ed o EBSCOhos as a da abase wi h an app op ia e balance be ween mul idisci-
plina y scope and hema ic ocus. Ne e heless, we compa ed he EBSCOhos ind-
ings wi h o he da abases and ound ha he sea ch esul s in di e en da abases
p oduced ai ly simila esul s. The e o e, we decided o ocus on he EBSCOhos
da abase o iden i y he ele an a icles o e a long- ime span (22yea s) and use
many keywo ds ela ed o CSR and employees (see Table1) o ob ain and co e
he ele an concep ual and empi ical a icles. Howe e , in cases whe e i was no
possible o access he ull ex , we used o he da abases, including ABI (P oQues ),
Google Schola , Science Di ec , and Eme ald, o e ie e he ull ex o he p e i-
ouslyiden i ied a icles. The sea ch co e ed s udies published om2001 o 2022 in
English language and yielded 798 pee - e iewed jou nal publica ions in academic
jou nals. We conduc ed a quan i a i e and quali a i e analysis o he iden i ied
publica ions.
3.1 Keywo ds andsea ch s ings
We o ganized ou sea ch e ms in o Topic- ela ed e ms (CSR) and Sec o - ela ed
e ms (co e ing he employee ou come pa ), as shown in Table1. Fo bo h a lis
was discussed wi h o he esea che s, and eedback was inco po a ed. The sea ch
in Topic- ela ed e ms was limi ed o “ i le only” because we ound housands
o a icles be o e his limi a ion. In con as , he sea ch in Sec o - ela ed e ms
was ex ended o include abs ac s and mo e sea ch e ms in o de o co e all he
employee ou comes ela ed o CSR.
3.2 Inclusion andexclusion c i e ia
We applied inclusion and exclusion c i e ia o he sys ema ic selec ion o publica-
ions (Denye and T an ield 2009; Shabi and Rosmini 2016). As he ocus o ou
s udy lies on he a ailable scien i ic knowledge, we decided o na ow down ou
sea ch using he ollowing c i e ia (Maie e al. 2016; Seu ing and Mülle 2008):
• Focus on CSR and Employee Ou comes: We we e in e es ed speci ically in
s udies ha explo ed he ela ionship be ween Co po a e Social Responsibili y
(CSR) and i s impac on employee ou comes. We included s udies ha di ec ly
add essed his ela ionship. Howe e , we excluded s udies ha examined he
ac o s ha lead o CSR ini ia i es (an eceden s o CSR) as well as s udies ha
looked a he b oade o ganiza ional ou comes o CSR.
• Impac on Cu en and P ospec i e Employees: Ou in en ion was o ga he
esea ch ha pe ains o he in luence o CSR on bo h cu en and po en ial
employees. S udies ha explo ed he impac o CSR on middle o op manage s
we e excluded.
609
CSR andemployee ou comes: asys ema ic li e a u e e iew
Table 3 Desc ip i e summa y o hema ic indings
Ou come Num-
be o
a icles
Key heo ies Media o s Mode a o s
O ganiza ional p ide 4 Implici heo y, app aisal heo y,
a ec social exchange heo y
pe cei ed wo k mo i a ion Pa e ns
O ganiza ional iden i ica ion (OI) 40 Social iden i y & social exchange
heo ies
Pe cei ed ex e nal p es ige, o gani-
za ional p ide, o ganiza ional us ,
o e all jus ice
Collec i ism, o he - ega ding alue o i-
en a ion, empa hy, CSR impo ance,
o ganiza ional suppo , i s -pa y
jus ice, o e all jus ice, e hical leade -
ship, high-commi men wo king
sys ems, & co po a e abili y
O ganiza ional commi men (OC) 63 Social iden i y heo y Employee engagemen , O jus ice,
wo k meaning ulness, o ganiza-
ional suppo , OI, ex e nal p es ige,
CSR in ol emen , o ganiza ional
p ide and us
Gende , educa ion, enu e, age di -
e ences, cul u al di e ences, CSR
ypologies
O ganiza ional a ac i eness & job
pu sui in en ions
17 Signalling heo y, social iden i y
heo y
Co po a e image, epu a ion, o gani-
za ional p ide & OI
Pe son-o ganiza ion i , CSR educa ion,
o he - ega ding alue o ien a ion,
age, a ea o knowledge
Employee engagemen 26 Social iden i y & social exchange
heo ies
Ex e nal image, OI, o ganiza ional
us , job sa is ac ion, p ocedu al
and dis ibu i e jus ice, wo k mean-
ing ulness, Employe b and
Top managemen suppo , gende ,
collec i ism, CSR impo ance,
employees’ mo al iden i y belie s,
employee age
Job sa is ac ion (JS) 38 S akeholde , social iden i y & social
exchange heo ies
Co po a e image, OI, o ganiza ional
p ide, o ganiza ional embedded-
ness, ul ilmen o job needs, wo k
meaning ulness
CSR p oximi y, in e nal CSR pe cep-
ion, employee age, CSR ypologies
Employee well-being 13 Social iden i y & social exchange
heo ies
O ganiza ional us , wo k meaning-
ulness, g a i ude, compassion a
wo k, OI, OC, JS
CSR impo ance, CEO’s humble
leade ship

610
Y.Yassin, M.Beckmann
Table 3 (con inued)
Ou come Num-
be o
a icles
Key heo ies Media o s Mode a o s
In- ole pe o mance 29 Social iden i y & social exchange
heo ies
OI, OC, JS, quali y o wo king li e,
employee engagemen , OCB,
p osocial mo i a ion
Leade ship s yles, employees’ wo k
mo i a ion pa e ns, manage s’
in ol emen in CSR ac i i ies,
o ganiza ional epu a ion, employ-
men ype
O ganiza ional ci izenship beha iou s
(OCB)
51 Social iden i y, social lea ning, social
exchange heo ies
OI, OC, JS, o ganiza ional us , ask
signi icance, g a i ude, compassion
a wo k, p osocial mo i a ion, e hi-
cal leade ship, CSR epu a ion
Fi s -pa y jus ice, mo al iden i y,
ask signi icance, CSR impo ance,
cul u al di e ences, o he - ega ding
alue o ien a ion, CSR ypologies,
con ex ual ac o s
P o-en i onmen al beha iou s 20 Social iden i y heo y OI, OC, employee well-being,
en i onmen al o ien a ion i , mo al
e lec i eness, co-wo ke p o-en i-
onmen al ad ocacy, en i onmen al
commi men
Co po a e en ep eneu ship, e hical
leade ship, g een HRM, a achmen
s yles o employees, employees’ CSR
mo i e a ibu ions, empa hy, en i-
onmen al consciousness, en i on-
men ally speci ic se an leade ship,
enu e
P o-social beha iou s 8 Social iden i y, social lea ning, &
sel -de e mina ion heo ies
OI, o ganiza ional p ide & us ,
sa is ac ion o employees’ psycho-
logical needs o compe ence and
ela edness, employees’ a i udes
owa d dona ions
E hical leade ship pe cep ion, o ganiza-
ional enu e
O he posi i e employee ou comes 19 Social iden i y heo y O ganiza ional iden i ica ion,
employee in ap eneu ial beha iou ,
wo k engagemen and psychologi-
cal sa e y
Human capi al, ela ional capi al
611
CSR andemployee ou comes: asys ema ic li e a u e e iew
Table 3 (con inued)
Ou come Num-
be o
a icles
Key heo ies Media o s Mode a o s
Reduc ion o undesi able e ec s 45 S akeholde , social iden i y & social
exchange heo ies
JS, OC, OI, o ganiza ional us , com-
pany’s epu a ion, wo k meaning-
ulness & engagemen , highe -o de
quali y o wo k li e, pe cei ed e hi-
cal leade ship, wo k engagemen
Co po a e e hical alues, Sa is ac ion
wi h pay, sa is ac ion wi h he job,
age, con ex ual ac o s and employ-
ees’ demog aphic ea u es, CSR
ypologies
Undesi able e ec s 11 Social iden i y heo y OI, pe son-o ganiza ion i , wo k
meaning ulness
Task signi icance, employees’ public
alue awa eness, mo al iden i y,
sa is ac ion wi h pay and he job
612
Y.Yassin, M.Beckmann
5.1 Desc ip i e summa y o  hema ic analysis
Be o e explaining he desi able and undesi able employee ou comes o CSR in
mo e de ails, he ollowing Table (Table 3) se es o desc ip i ely summa ize
ou hema ic esul s. I shows how many imes each ou come is men ioned in ou
sample and links each ou come wi h he key heo ies, media o s, and mode a o s
ha explain he ela ionship be ween CSR and each employee ou come.
5.2 Desi able employee ou comes o CSR
CSR ou comes ha ul ima ely esul in desi able e ec s o employees encompass
no only he desi able employee ou comes ha a e posi i ely ela ed wi h CSR
bu also he undesi able employee ou comes ha ha e a nega i e ela ionship
wi h CSR, as engaging in CSR ac i i ies help companies o educe such undesi -
able impac s on employees. Mos o he li e a u e abou employee ou comes o
CSR was ela ed o desi able ou comes (259 a icles ou o 270 s udies). These
employee ou comes could be di ec ed a he indi idual, o ganiza ion, and/o he
socie y and en i onmen .
5.2.1 O ganiza ional p ide
O ganiza ional p ide e e s o “ he ex en o which indi iduals expe ience a sense
o pleasu e and sel - espec a ising om hei o ganiza ional membe ship” (Jones
2010, p. 859). I is a posi i e eelings and emo ions ela ed o belonging o an
o ganiza ion.
Mos o he s udies e iewed in es iga e only he media ing e ec o o gani-
za ional p ide on he ela ionship be ween CSR and employee ou comes such as
employee pe o mance (Donia e al. 2019; Edwa ds and Kud e 2017), job sa is ac-
ion (Dumi escu and Simionescu 2015), o ganiza ional commi men (Zhou e al.
2018), employee olun a y p o-en i onmen al beha iou (Raza e  al. 2021), and
employees’ desi e o ha e a signi ican impac h ough wo k (John e al. 2017). On
he o he hand, we ound only ou s udies om ou sample dealing wi h o ganiza-
ional p ide as a posi i e employee ou come, and no only a media o , which leads o
o he posi i e ou comes in a causal ela ionship (Che uiyo and Ma u 2014); Zhou
e al. 2018; Ng e al. 2019; Asan e Boadi e al. 2019).
5.2.2 O ganiza ional iden i ica ion (OI)
O ganiza ional iden i ica ion (OI) is he mos equen ly men ioned a i ude in ou
sample, as a media o and ou come. Since in addi ion o being men ioned equen ly
as a media o in many a icles, i is men ioned 40 imes as a posi i e ou come. OI
is de ined as he “pe cep ion o oneness wi h o belongingness o an o ganiza ion,
whe e he indi idual de ines him o he sel in e m o he o ganiza ion(s) o which
he o she is a membe ” (Mael and Ash o h 1992). Ahmed and Khan (2019), in hei
613
CSR andemployee ou comes: asys ema ic li e a u e e iew
su ey o 277 employees in companies in Pakis an, s a e ha OI has wo dimen-
sions: a ec i e and e alua i e OI. A ec i e OI is linked o employee’s emo ional
a achmen o he o ganiza ion, while e alua i e OI is ela ed o he employee’s
posi i e assessmen o he o ganiza ion’s CSR (Ahmed and Khan 2019). Based on
social iden i y and social exchange heo ies, CSR enhances he ela ionship be ween
he o ganiza ion and he employee h ough enhancing OI and o ganiza ional us
(De Roeck and Maon 2018). Cheema e al. (2020a, b), h ough hei su ey o 374
employees asse ha employees iden i y wi h a socially esponsible o ganiza ion
when hey pe cei e ha i has a posi i e image among s akeholde s. They eel p ide
o being pa o i , which in u n, inc eases hei sel -es eem and sel -wo h (Wang
e al. 2020; Masca enhas e al. 2020; Rod igo e al. 2019). Some esea che s s a e
ha he e is a posi i e di ec ela ionship be ween CSR and OI (e.g. E ans and Da is
2014; He e al. 2019; Shen and Benson 2016), while o he s a gue ha his ela ion-
ship is no di ec and is media ed by o he ac o s such as pe cei ed ex e nal p es-
ige and o ganiza ional p ide (e.g. De Roeck e al. 2016), o ganiza ional us (e.g.
de Roeck and Delobbe 2012; Ghosh 2018), o o e all jus ice (e.g. de Roeck e al.
2014).
Few esea che s dis inguish be ween he di e en e ec s o di e en dimen-
sions o CSR on OI. Fo example, Ahmed and Khan (2019) s a e ha ICSR has
a s onge link wi h a ec i e OI, while ECSR is ela ed mo e wi h e alua i e OI.
Also, Kim e al. (2020), based on a su ey om employees o a ho el company in
he USA, s a e ha only e hical and philan h opic CSR had signi ican di ec e ec s
on employee OI, while Zhao e al. (2019) a gue ha economic and philan h opic
CSR inc ease p ide and ex e nal image o he o ganiza ion, which leads o highe
OI. Based on da a collec ed om 378 employees wo king in Sou h Asian local and
mul ina ional companies, Fa ooq e al. (2014a, b) conclude ha employee CSR has
he s onges e ec on OI, ollowed by communi y CSR, and hen consume CSR.
On he o he hand, en i onmen al CSR has no signi ican e ec on OI acco ding o
Fa ooq e al. (2014a, b).
In addi ion, ou e iew e ealed ha indi idual di e ences and o ganiza ional ac-
o s could s eng hen o weaken his ela ionship. Indi idual di e ences ha p o ed
o a ec his ela ionship include collec i ism (Fa ooq e al. 2014a, b), o he - ega d-
ing alue o ien a ion (E ans e al. 2011a, b), empa hy (Tian and Robe son 2019),
CSR impo ance (Ko schun e al. 2014). O ganiza ional ac o s include o ganiza-
ional suppo (Shen and Benson 2016), i s -pa y jus ice (Ghosh 2018), o e all jus-
ice (De Roeck e al. 2016), e hical leade ship (De Roeck and Fa ooq 2018), high-
commi men wo king sys ems (Lin and Liu 2019), co po a e abili y (B amme e al.
2015), and CSR communica ion (Wang and Pala 2020).
5.2.3 O ganiza ional commi men (OC)
O ganiza ional commi men (OC) is he mos equen ly men ioned ou come o CSR
in he li e a u e (63 ou o 270 s udies e iewed). Meye and He sco i ch (2001, p.
301) de ine OC as “a o ce ha binds an indi idual o a cou se o ac ion ha is ele-
an o a pa icula a ge ” (Lu e al. 2020). I has h ee dimensions: a ec i e o gani-
za ional commi men (AOC), no ma i e commi men , and con inuance commi men
614
Y.Yassin, M.Beckmann
(Rod igo e al. 2019). AOC e e s o “an emo ional a achmen o, iden i ica ion
wi h, and in ol emen in he o ganiza ion” (Allen and Meye 1990, p. 1), while no -
ma i e commi men is ela ed o he e hical and mo al obliga ion o employees o
emain in he o ganiza ion (Rod igo e al. 2019). Finally, con inuance commi men
is ela ed o he employees’ pe cei ed bene i s and cos s ha esul om emain-
ing in he company (Ahmad e al. 2020). Mos o he s udies in es iga ing he CSR
e ec s on commi men ha e ocused mainly on AOC (e.g., Mo y e al. 2016; Muel-
le e al. 2012; Zhu e al. 2014).
Al hough o ganiza ional commi men , especially AOC, seems simila o OI, hey
a e di e en cons uc s. OI, which implies he eeling o oneness wi h he o ganiza-
ion, is no necessa ily ollowed by o he ac ions o beha io s. On he o he hand,
AOC in ol es in en ion o ac as well as po en ial eac ions o he o ganiza ion’s
CSR (Rod igo e al. 2019). Acco ding o social iden i y heo y, OI is an an eceden
o AOC. When employees eel p ide o being pa o a socially esponsible o ganiza-
ion, hey iden i y wi h i and achie e sel -concep and sel -es eem, which in u n,
inc ease hei a ec i e o ganiza ional commi men . Few s udies in es iga e he
e ec o CSR on no ma i e commi men . Fo example, Mo y e al. (2016), in hei
s udy o he e ec o ICSR on o ganiza ional commi men , ound ha AOC plays a
media ing ole in he ela ionship be ween CSR and no ma i e commi men .
Fa ooq e al. (2014a, b) s a e ha only he disc e iona y dimension o CSR is
ela ed o OC, while Fa ooq e  al. (2014a, b) a gue ha employee CSR has he
s onges e ec on OI, us , and a ec i e OC, ollowed by communi y CSR.
Ou e iew also e ealed ha only one s udy cla i ies he addi ional a iance on
employee commi men ha is explained by CSR (54.1% o he o al a ia ion is
explained by CSR) (Mensah e al. 2017).
O e all, esea che s examined he indi ec ela ionship be ween CSR and OC
h ough some media o s such as CSR in ol emen (Ca lini and G ace 2021), job
sa is ac ion (Cha zopoulou e al. 2021; Loo -Zamb ano e al. 2020), employees’ psy-
chological capi al (Papacha alampous and Papadimi iou 2021), employee engage-
men (Gup a 2017; Gup a and Sayeed 2016), wo k meaning ulness and pe cei ed
o ganiza ional suppo (Gla as and Kelley 2014), o ganiza ional iden i ica ion and
o ganiza ional us (De Roeck and Maon 2018; Fa ooq e al. 2014a, b; Malik 2015;
Suh 2016), pe cei ed ex e nal p es ige (B a o e al. 2017), o ganiza ional CSR cli-
ma e and employees’ CSR-induced a ibu ions (Lin e al. 2022), and o ganiza ional
p ide (Supan i e al. 2015; Tahlil Azim 2016; Zhou e al. 2018). Rega ding mod-
e a o s, indi idual di e ences (e.g., gende , educa ion, enu e, age di e ences, and
cul u al di e ences) ound o ha e a mode a ing e ec on he ela ionship be ween
CSR and OC (B amme e al. 2007; B a o e al. 2017; Ho man and Newman 2014;
Mensah e al. 2017; Muelle e al. 2012). In addi ion, Geo ge e al. (2020), in hei
a emp s o iden i y he ela ionship be ween pe cei ed CSR and employees’ a ec-
i e commi men , s a e ha CSR impo ance mode a es he ela ionship be ween
CSR and a ec i e commi men h ough o ganiza ional us .

615
CSR andemployee ou comes: asys ema ic li e a u e e iew
5.2.4 O ganiza ional a ac i eness andjob pu sui in en ions
O ganiza ional a ac i eness (OA) e e s o he bene i s ha po en ial applican s o
cu en employees pe cei e in wo king o a speci ic company (Jiang and Iles 2011).
Signalling heo y and social iden i y heo y a e he mos equen mechanisms ha
explain he ela ionship be ween CSR and o ganiza ional a ac i eness (12 ou o 17
s udies). Acco ding o signalling heo y, CSR has a posi i e e ec on a ac ing job
applican s and alen ed people o apply o o ganiza ions (P is e 2020). O ganiza-
ions educe he in o ma ion asymme y in he ma ke h ough sending signals o
p ospec i e employees abou hei posi i e wo king condi ions and o he espon-
sibili ies ela ed o socie y and en i onmen and hence, a ac hem o apply o
such o ganiza ions (Fa ooq e al. 2014a, b; Lin e al. 2012). Simila ly, social iden-
i y heo y sugges s ha CSR enhances co po a e image and epu a ion, which in
u n inc eases he expec ed p ide, iden i ica ion, and consequen ly o ganiza ional
a ac i eness o po en ial employees (Bohlmann e al. 2018; Klimkiewicz and Ol a
2017).
Some s udies examined whe he di e en aspec s/ dimensions o CSR ha e inde-
penden associa ion wi h job applican s’ a ac ion o o ganiza ions e.g. (P is e
2020; Bohlmann e al. 2018; Lin e al. 2012). Acco ding o signaling heo y and
expec ancy heo y, Lin e al., (2012) asse ha he e is a posi i e e ec o he eco-
nomic and legal dimension o CSR on o ganiza ional a ac i eness and ca ee suc-
cess expec a ions, while he e hical and philan h opic dimension o CSR do no ha e
an e ec on ca ee success expec a ions. Also, Lis (2012), who used a policy-cap-
u ing design o explo e how job applican s’ a ac ion o o ganiza ions is a ec ed
by di e en CSR dimensions. He examined di e en aspec s o CSR (i.e., p oduc ,
di e si y, en i onmen , employee ela ions) and ound ha he s onges e ec on
o ganiza ional a ac i eness was ela ed o di e si y and employee ela ions aspec s
o CSR as compa ed o he o he wo dimensions. Mo eo e , based on he ca ego i-
za ion o CSR dimensions as social, economic, and en i onmen al, Bohlmann e al.
(2018), based on an expe imen al igne e me hodology, e ealed ha he posi i e
e ec o he social dimension o CSR was he s onges on o ganiza ional a ac i e-
ness as compa ed o o he dimensions. Likewise, P is e (2020) con i ms ha he
social dimension o CSR has he s onges e ec on o ganiza ional a ac i eness,
ollowed by he e hical dimension, and hen he en i onmen al dimension.
In addi ion, acco ding o he pe son-o ganiza ion i pe spec i e, applican s p e e
o apply o o ganiza ions ha e lec hei alues and p e e ences (Kim and Pa k
2011; Zhang and Gowan 2012). Fo example, s ong o malis s a e a ec ed mo e
wi h e hical and legal aspec s o CSR, whe eas high Machia ellians a e less a ac ed
o o ganiza ions wi h high e hical and legal pe o mance (Zhang and Gowan 2012).
O he indi idual ac o s ha we e ound o mode a e his ela ionship include: CSR
educa ion and o he - ega ding alue o ien a ion (E ans and Da is 2011; E ans e al.
2011a, b), age, and a ea o knowledge (Ba ena-Ma ínez e al. 2015).
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Y.Yassin, M.Beckmann
5.2.5 Employee engagemen
Employee engagemen e e s o “a posi i e, ul illing, wo k- ela ed s a e o mind
ha is cha ac e ized by igo , dedica ion, and abso p ion” (Schau eli e al. 2002,
p. 74). I is also de ined as “ he ha nessing o o ganiza ion membe s’ sel es o hei
wo k oles; in engagemen , people employ and exp ess hemsel es physically, cog-
ni i ely, and emo ionally du ing ole pe o mances” (Kahn 1990, p. 694). Simpson
e al. (2020) di e en ia e be ween CSR engagemen and o ganiza ional engagemen .
CSR engagemen is he employee willingness o know abou and pa icipa e in CSR
ac i i ies, while o ganiza ional engagemen e e s o he comple e in ol emen o
employees o he o ganiza ion and dedica ion o achie e i s goals, alues, and belie s
(Simpson e al. 2020).
Based on social iden i y and social exchange heo ies, he e is a posi i e ela ion-
ship be ween CSR and employee engagemen (Gla as and Pide i 2014; Tahlil Azim
2016; A sa e  al. 2020a, b). Acco ding o social iden i y heo y, CSR enhances
he ex e nal image o he o ganiza ion and OI, which in u n inc eases employee
engagemen (Ali e al. 2020; an Dick e al. 2019). Fu he mo e, acco ding o social
exchange heo y, o ganiza ional us media es he CSR-employee engagemen
ela ionship (Memon e al. 2020). O he media o s include job sa is ac ion, p oce-
du al jus ice, and dis ibu i e jus ice (Lu e al. 2020), wo k meaning ulness (A sa
e al. 2020a, b), and employe b and (Hosseini e al. 2022). Mo eo e , Smi h and
Lang o d (2011) show empi ically ha CSR has an addi ional impac on employee
engagemen beyond he impac o adi ional HR p ac ices.
Rega ding mode a o s, op managemen suppo is p o ed o s eng hen his ela-
ionship (Opoku-Dakwa e al. 2018; San hosh and Ba al 2015). In addi ion, Fa ukh
e al. (2020), in hei in es iga ion o he e ec o gende on he CSR-engagemen
ela ionship, ha e a gued ha women a e a ec ed mo e by CSR han men. O he
mode a o s include collec i ism (Lu e al. 2020), CSR impo ance ( an Dick e al.
2019), and employees’ mo al iden i y belie s (A sa e al. 2020a, b).
Rega ding he impac o di e en kinds o CSR, Gup a and Sha ma (2016),
who conduc ed a comp ehensi e li e a u e e iew o examine he impac o CSR
on engagemen and pe o mance, s a e ha in e nal CSR has s onge e ec s on
employee engagemen han ex e nal CSR. Also, acco ding o Smi h and Lang o d
(2011), e hical CSR had a s onge ela ionship wi h employee engagemen han
did legal CSR. Saad e al. (2021) a gue ha CSR owa d socie y and CSR owa d
employees ha e a s ong e ec on employee engagemen , While CSR owa d cus-
ome s ha e no e ec on employee engagemen .
5.3 Job sa is ac ion
Job sa is ac ion is he “pleasu able o posi i e emo ional s a e esul ing om he
app aisal o one’s job o job expe iences” (Locke 1976, p. 1304). Vlachos e al.
2014; Khaskheli e al. (2020) dis inguish be ween in insic job sa is ac ion (i.e., sa -
is ac ion wi h he job i sel ) and ex insic job sa is ac ion (i.e., sa is ac ion wi h he
job’s ex e nal ac o s such as pay, wo king en i onmen , and co-wo ke s).
617
CSR andemployee ou comes: asys ema ic li e a u e e iew
Mos o he s udies used social iden i y, s akeholde , and social exchange heo ies
o explain he e ec o CSR on job sa is ac ion (e.g., De Roeck and Maon 2018;
Low e al. 2017). As S o y and Cas anhei a (2019); Masca enhas e al. (2020) s a e,
CSR, in e nal o ex e nal, enhances co po a e image and OI, which leads o job sa -
is ac ion. In addi ion, Khaskheli e al. (2020), based on a su ey conduc ed om
employees o Pakis an o ganiza ions, e eal ha employees’ CSR pe cep ion has a
posi i e and signi ican e ec on in insic job sa is ac ion bu a nega i e e ec on
ex insic job sa is ac ion. Also, Sanusi and Johl (2020), who p oposed a amewo k
o e alua e he in luence o ICSR pe cep ion on employee in en ion o job con inu-
i y, s a e ha he posi i e in e nal CSR pe cep ion o employees inc eases hei job
sa is ac ion, which in u n, inc ease employees’ in en ion o job con inui y.
O e all, esea che s in es iga ing he ela ionship be ween CSR and job sa is ac-
ion include some media o s such as o ganiza ional p ide & o ganiza ional embed-
dedness (Ghosh and Gu una han 2014; Ng e al. 2019), ul ilmen o job needs (Du
e  al. 2015; Lee and Chen 2018), o ganiza ional iden i ica ion & o ganiza ional
us (De Roeck and Maon 2018; Ko e al. 2019; Lin and Liu 2019), company’s
epu a ion (Ba ic 2017; Dögl and Hol b ügge 2014; Voeg lin and G eenwood 2016),
o ganiza ional jus ice (Chen and Khuangga 2021), and wo k meaning ulness (Gla-
as and Kelley 2014; Raub and Blunschi 2014). Fu he mo e, CSR p oximi y, which
e e s o “ he ex en o which employees know abou and/o a e ac i ely in ol ed in
hei o ganiza ions’ CSR”, mode a es he e ec o CSR on job sa is ac ion (Du e al.
2015). Employee age has a mode a ing e ec in his ela ionship (Nyuu e al. 2022).
5.3.1 Employee well‑being
Employee well-being includes physical, emo ional, psychological, and social aspec s
(K ainz 2015; P omislo e al. 2012). The ela ionship be ween CSR and employee
well-being could be di ec o indi ec h ough media o s such as o ganiza ional us
(Yu and Choi 2014) o wo k meaning ulness (Gazzola 2014). Guzzo e al. (2020),
who aimed o unde s and how CSR leads o imp o ing employees’ well-being and
OCB, dis inguish be ween hedonic well-being, which is ela ed o li e sa is ac-
ion, and eudaimonic well-being, which is ela ed o pe sonal g ow h. They ound
a posi i e di ec ela ionship be ween employees’ CSR pe cep ion and eudaimonic
well-being, while he e ec on hedonic well-being was indi ec and ully medi-
a ed by g a i ude and compassion a wo k (Guzzo e al. 2020). In addi ion, S e -
gun and Fai lie (2020), based on a su ey o 703 employees, a gue ha employees’
CSR pe cep ion ha e a nega i e ela ionship wi h s ess symp oms, and bu e he
posi i e ela ionship be ween s ess symp oms, on one hand, and nega i e employee
ou comes o dep ession symp oms and u no e in en ion, on he o he hand. They
also ound ha job sa is ac ion and o ganiza ional commi men pa ially media e he
ela ionship (S e gun and Fai lie 2020).
P omislo e al. (2012) examined he e ec o e hics and social esponsibili y on
pe sonal well-being, which includes: li e sa is ac ion, i ali y, job s ess, and sleep
p oblems. They ound ha a company’s pe cei ed ole o e hics and social espon-
sibili y had a s ong posi i e impac on li e sa is ac ion and i ali y bu had no e ec
618
Y.Yassin, M.Beckmann
on job s ess and sleep p oblems. Zaighum e al. (2021) and Espasandín-Bus elo
e al. (2021) s a e ha in e nal CSR has a posi i e e ec on employee’s sa is ac ion
and happiness. In addi ion, Kim e al. (2018) concluded ha he economic and phil-
an h opic dimensions o CSR enhance he employees’ quali y o wo king li e, job
sa is ac ion, and o e all quali y o li e, while e hical and legal dimensions o CSR do
no ha e a ela ionship wi h quali y o wo king li e (Kim e al. 2018). On he o he
hand, Kim e al. (2020) a gue ha economic CSR has a di ec posi i e ela ionship
wi h quali y o wo king li e, while e hical and philan h opic CSR has indi ec posi-
i e ela ionship wi h quali y o wo king li e, h ough OI.
5.3.2 In‑ ole pe o mance
In- ole pe o mance (also named employee job/ ask pe o mance o employee p o-
duc i i y) e e s o “ he beha iou di ec ed owa ds o mal asks, du ies, and espon-
sibili ies ha a e w i en in hei job desc ip ion” (S o y and Ne es 2015). Chaud-
ha y (2020), who aimed o s udy he impac o employees’ pe cep ion o CSR on
hei in- ole and ex a- ole beha iou s, s a e ha all dimensions o CSR ha e a s ong
and posi i e e ec on in- ole pe o mance. In con as , Edwa ds and Kud e (2017),
based on a case s udy in a mul ina ional company, ound ha all CSR dimensions
ha e an impac on in- ole pe o mance excep CSR o sha eholde s. Acco ding o
social iden i y heo y, employees pe cei ed ex e nal CSR is posi i ely ela ed o job
pe o mance h ough he media ion o OI (He e al. 2019; Shen and Benson 2016;
S o y and Cas anhei a 2019). On he o he hand, social exchange heo y explains he
ela ionship be ween in e nal CSR and employee pe o mance (S o y and Cas an-
hei a 2019). In addi ion, al hough Almeida and Coelho (2019) as well as Edwa ds
and Kud e (2017) ound ha o ganiza ional commi men media es he ela ionship
be ween CSR pe cep ion and in- ole pe o mance, S o y and Cas anhei a (2019),
based on a sample o 190 supe iso -subo dina e dyads, did no suppo his a gu-
men and s a e ha a ec i e commi men did no media e his ela ionship. They
a gue ha job sa is ac ion pa ially media es he ECSR-employee pe o mance ela-
ionship, and ully media e he ICSR-employee pe o mance ela ionship (S o y and
Cas anhei a 2019). O he media o s include employee engagemen and well-being
(Ali e al. 2020; Kim and Kim 2020), quali y o wo king li e (Asan e Boadi e al.
2020), job c a ing (Hu e al. 2021), OCB (He e al. 2019), and p osocial mo i a ion
(Shin and Hu 2020).
Rega ding mode a o s, pe cei ed o ganiza ional suppo s eng hen he ela ion-
ship be ween CSR and job pe o mance (Hu e al. 2021). Asan e Boadi e al. (2019)
in es iga e he mode a ing e ec o employees’ wo k mo i a ion pa e ns (i.e.,
au onomous mo i a ion and con olled mo i a ion) and ound ha au onomously
mo i a ed employees ha e a s onge posi i e mode a ed impac on he ela ionship
be ween employees CSR pe cep ion and hei pe o mance. In addi ion, Vlachos,
Panagopoulos, and Rapp (2014) s a e ha leade ship s yles and manage s’ in ol e-
men in CSR ac i i ies mode a e he impac o CSR on employee pe o mance.
Employmen ype also has a mode a ing e ec o CSR on job pe o mance (Yu e al.
2022).
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CSR andemployee ou comes: asys ema ic li e a u e e iew
nega i e impac on employee p oduc i i y. A low le els o ex e nal CSR, he impac
on employee p oduc i i y is nega i e. A he same ime, he same nega i e ela ion-
ship be ween ex e nal CSR and employee p oduc i i y occu s because o he addi-
ional cos s and bu dens ha he company incu s as a esul o he high le els o
CSR ac i i ies, which a ec s hei inancial pe o mance, and hence, hei employee
p oduc i i y nega i ely. Only a a mode a e le el o ex e nal CSR, Deng e al. (2020)
ound a posi i e impac on employee p oduc i i y. Mo eo e , hey es ed he mode -
a ing e ec o in e nal CSR on he ela ionship and ound ha high le els o ICSR
inc ease employee p oduc i i y (Deng e al. 2020).
B iege e al. (2020) in es iga e he ela ionship be ween CSR and employee wo k
addic ion, which e e s o he employees’ endency o wo k excessi ely ha d, which
esul in nega i e consequences in hei pe sonal li es, well-being, and amilies.
They ound ha al hough o ganiza ional CSR has a nega i e di ec ela ionship wi h
employee wo k addic ion, i has also a posi i e indi ec e ec on employees’ wo k
addic ion h ough he media ion o OI and wo k meaning ulness. CSR inc eases
employees’ iden i ica ion wi h he o ganiza ion and hei pe cep ion o wo k mean-
ing ulness, which in u n inc eases hei endency o wo k ha d a he expense o
hei well-being and pe sonal li es. In addi ion, employees’ public alue awa eness
was in es iga ed as a mode a o in he ela ionship, and he esul s p o ed ha he
indi ec e ec o CSR on employee wo k addic ion is s onge when employees’
public alue awa eness is high (B iege e al. 2020).
Lis and Momeni (2021) conduc a na u al ield expe imen wi h o e 1500
employees on he ela ionship be ween CSR and employee misbeha iou . They
ound ha CSR can inc eases he endency and in ensi y o employee’s misbeha -
iou due o he e ec o mo al licensing. CSR enhances employees’ sel -image
because o he e hical and p o-social ac s o employees i b ings. Consequen ly, CSR
can inc ease employees’ shi king on hei p ima y job du ies because o he mo al
licensing e ec o CSR (Lis and Momeni 2021).
Rega ding mode a o s, Donia and Te aul Si sly (2016) in es iga e he mode -
a ing e ec s o employees’ mo al iden i y and sel -o ien a ion on he ela ionship
be ween pe cei ed symbolic CSR a ibu ions and employee a i udes and beha -
io s. They ound ha symbolic CSR a ibu ions posi i ely a ec s employees’ coun-
e p oduc i e wo k beha io s such as employee de iance and nega i ely a ec s
employees’ posi i e a i udes and beha io s such as OI, o ganiza ional commi men ,
and OCBs. Mo eo e , he ela ionships a e s onge when employee mo al iden i y is
high and when sel -o ien a ion is low (Donia and Te aul Si sly 2016). Donia e al.
(2019) e eal ha CSR impo ance has a mode a ing e ec on he nega i e ela-
ionship be ween symbolic CSR a ibu ions and indi idual pe o mance ( h ough
he media ion o pe son-o ganiza ion i ), such ha he ela ionship will be s onge
when CSR impo ance is high. In addi ion, Vlachos e al. (2014) ha e examined he
mode a ing e ec s o wo ypes o employees’ sa is ac ion (i.e., sa is ac ion wi h pay
and sa is ac ion wi h he job i sel ) on he ela ionship be ween CSR and employees’
in en ions o s ay and posi i e ecommenda ions. They ound ha hese wo ypes
o job sa is ac ion in e ac wi h CSR di e en ly and could weaken (a enua e) he
posi i e e ec o CSR on employee in en ion o s ay and posi i e ecommenda ions

626
Y.Yassin, M.Beckmann
when sa is ac ion wi h pay is low and also when sa is ac ion wi h he job i sel is
high (Vlachos e al. 2014).
6 Discussion andconcep ual amewo k
6.1 Theo e ical con ibu ion
Ou sys ema ic e iew con ibu es o he li e a u e in di e en ways. I gi es a com-
p ehensi e o e iew o desi able and undesi able employee ou comes o CSR clas-
si ied in o ou g oups: o ganiza ion, indi idual, socie y, and en i onmen -o ien ed
ou comes. In addi ion, i cla i ies he ela ionship be ween employee ou comes as
well as he mechanisms and bounda y condi ions ha in luence he ela ionship
be ween CSR and employee ou comes. Mo eo e , we explain he di e en e ec s
o di e en CSR dimensions on employee ou comes, as we ound ha he di e -
en dimensions o CSR do no ha e he same e ec on employee a i udes and
beha iou s.
We build a concep ual model (see Fig.3) ha summa izes and e lec s he li e a-
u e. Fi s , CSR has di e en meanings, de ini ions, and dimensions. We cla i y he
mos popula de ini ions in CSR and mic o-CSR li e a u e. In addi ion, we ound
ha 60% o he s udies e iewed in ou sample examine he o e all e ec o CSR
on employees wi hou di e en ia ing be ween he e ec s o di e en dimensions
o CSR on employee ou comes. The es o he s udies in ou sample (109 s udies)
in es iga e he e ec o one o mo e dimensions o CSR on employees. In ou ame-
wo k, we include he wo mos men ioned ca ego iza ions in ou li e a u e sample.
The classi ica ion o in e nal e sus ex e nal CSR is he mos equen classi ica ion
o CSR men ioned in ou sample wi h 26 s udies examining he e ec o in e nal
CSR, 5 s udies in es iga ing he e ec o ex e nal CSR, and 24 s udies in es iga ing
he e ec s o bo h kinds o CSR. The second mos equen classi ica ion o CSR
CSRdimensions
Mode a o s
Media o s
Employee ou comes
O ganiza ion-o ien ed
Posi i e:A ac i eness,commi men ,OCB-O,iden i ica ion,
p oduc i i y, us ,mo i a ion, engagemen ,inno a ion
Nega i e:de iance-O, u no e in en ions, o ganiza ional
cynicism
Ex e nal p es ige
O ganiza ional p ide
O ganiza ional us
O e alljus ice
O ganiza ional iden i ica ion
Wo k meaning ulness
O ganiza ional suppo
Co po a eimage& epu a ion
Indi idualdi e ences
collec i ism,o he - ega ding alue
o ien a ion, empa hy, CSRimpo ance,
na ionalcul u e,mo al iden i y, ask
signi icance
In e nal CSR( ela ed o
employees)
Ex e nal CSR( ela ed oo he
s akeholde s:communi y,
consume s, sha eholde s,
go e nmen ,&en i onmen )
Ca oll’sdimensionso
Economic,legal,e hical,
disc e iona yCSR
socie y-o ien ed
p osocialbeha iou s(e.g.,dona ionin en ions,desi e o
ha easigni ican impac h ough wo k, olun ee ing,
dona ions
En i onmen -o ien ed
wo kingsus ainably,a oidingha m, conse ing,in luencing
o he s, and akingini ia i e(Ones &Dilche , 2012)
Indi idual-o ien ed
Posi i e:Job sa is ac ion,well-being, OCB-I,
meaning ulness,skillsimp o emen ,knowledgesha ing
beha iou s,inno a i ebeha iou
Nega i e:De iance-I,dep ession, s ess emo ional
exhaus ion,aliena ion omwo k
Demog aphic ac o s
age,gende ,educa ion, enu e
O ganiza ional ac o s
O ganiza ional suppo , jus ice, e hical
leade ship,co po a e abili y,co po a e
en ep eneu ship
En i onmen al ac o s
en i onmen alconsciousness, g een
HRM, en i onmen ally speci ic se an
leade ship
Pe son-o ganiza ion i
Compassion a wo k
E hicalleade ship
O ganiza ional embeddedness
Ful ilmen o jobneeds
P osocialmo i a ion
Task signi icance
Fig. 3 Concep ual amewo k o employee ou comes o CSR
627
CSR andemployee ou comes: asys ema ic li e a u e e iew
is Ca oll’s (1991) dimensions o economic, legal, e hical, and disc e iona y CSR,
as we ound 26 s udies ha dis inguish be ween he di e en e ec s o hese ou
dimensions o CSR on employees.
Second, ega ding employee ou comes, we use he dis inc ion by De Roeck and
Maon (2018) who classi y employee ou comes o CSR in o h ee g oups: o gani-
za ion, indi idual, and socie y-o ien ed employee ou comes. In addi ion, we add a
ou h g oup which is di ec ed o he na u al en i onmen . O ganiza ion-o ien ed
ou comes e e o he employees’ a i udes and beha iou s ha ha e a di ec impac
on o ganiza ional pe o mance, such as o ganiza ional commi men , OI, u no e
in en ions, and OCB di ec ed a he o ganiza ion. In con as , indi idual-o ien ed
ou comes a e ela ed o employees’ a i udes and beha iou s ha a ec hei pe sonal
well-being, such as job sa is ac ion. We ound ha mos o he s udies e iewed we e
ela ed o hese wo g oups (242 ou o 270 s udies). On he o he hand, socie y-
o ien ed ou comes include he employee a i udes and beha iou s ha a e ela ed o
he well-being o he whole communi y and he li es o o he s, such as dona ions o
cha i ies and olun ee ing in social p og ams. We ound only 8 s udies ha in es-
iga e employee ou comes o CSR ha a e di ec ed a socie y. Finally, he ou h
g oup, en i onmen -o ien ed employee ou comes, encompasses he employee a i-
udes and beha iou s di ec ed a he na u al en i onmen . Ones and Dilche (2012)
classi y hem in o 5 main g oups: wo king sus ainably, a oiding ha m, conse ing,
in luencing o he s, and aking ini ia i e. We ound only 20 in his g oup, almos all
o hem published in he pas ew yea s. In addi ion, we iden i y he desi able and
undesi able ou comes in each g oup and ound e y ew s udies ha examine unde-
si able impac s o CSR on employees (11 ou o 270) and all o hem a e di ec ed
o he indi idual and he o ganiza ion. The e is no s udy ha add esses undesi able
employee ou comes ha a e ela ed o socie y and he en i onmen .
In e es ingly, he dis inc ion be ween media o s, mode a o s, and ou comes
is no clea . In ac , many ou comes a e media o s o o he ou comes, which can
be explained by he ac ha we ha e a mul i-s ep p ocess o causal ela ionships
be ween ou comes wi h some heo ies explaining pa o he p ocess and o he heo-
ies explaining he o he pa (s) o he p ocess. Fo example, some esea che s use
social iden i y heo y o explain he e ec o CSR on employee beha iou s h ough
a mul i-s ep p ocess, as CSR enhances employee emo ions such as o ganiza ional
p ide, which, in u n, inc eases he posi i e a i udes o employees such as o ganiza-
ional iden i ica ion and o ganiza ional commi men in a sequen ial manne . These
posi i e a i udes a e ansla ed in o posi i e employee beha iou s such as in- ole
and ex a- ole pe o mance and p o-en i onmen al beha iou s. O he esea che s
use he social exchange pa h o cla i y he ela ionship be ween CSR and employee
a i udes and beha iou s h ough he media ion o o ganiza ional jus ice and o gani-
za ional us , espec i ely. Hence, we conclude ha mos o he li e a u e e iewed
in ou sample e eals ha he ela ionship be ween CSR and employee ou comes is
complex and ollows a sequen ial model o media ions a he han a pa allel media-
ion model.
Thi d, ega ding media o s, many au ho s use social iden i y and social exchange
heo y o explain he media ing oles o o ganiza ional p ide and o ganiza ional us
as a mechanism ha explain he e ec o CSR on employee ou comes (159 imes).
628
Y.Yassin, M.Beckmann
In e es ingly, almos all s udies ea o ganiza ional p ide and us as media o s ha
explain he ela ionship and no as posi i e ou comes hemsel es. We ound only 4
s udies ha conside o ganiza ional p ide as a posi i e ou come and no s udy ha
examines o ganiza ional us as a posi i e ou come. This is conside ed a gap in
he li e a u e and hence, we call o explici esea ch ha ea s hese wo ac o s as
ou comes o hei own, and no only as media o s. In addi ion, we ound ha some
media o s a e used as mode a o s by o he s such as pe son-o ganiza ion i , o gani-
za ional suppo , o e all jus ice, and e hical leade ship. The e o e, mo e esea ch is
needed ha dis inguishes be ween hei oles in he ela ionship be ween CSR and
employee ou comes.
The las column in ou concep ual model (Fig.3) is ela ed o he mode a o s
ha could s eng hen o weaken he ela ionship. We classi y mode a o s in o ou
g oups. The i s g oup includes indi idual di e ences such as pe son-o ganiza-
ion i , collec i ism, o he - ega ding alue o ien a ion, empa hy, CSR impo ance,
na ional cul u e, mo al iden i y, and ask signi icance, while he second g oup
includes demog aphic ac o s such as age, gende , educa ion, and enu e. In con-
as , o ganiza ional ac o s include o ganiza ional suppo , i s -pa y jus ice, o e -
all jus ice, high-commi men wo king sys ems, e hical leade ship, co po a e abili y,
and co po a e en ep eneu ship. The las g oup is he en i onmen al ac o s, which
include ac o s such as en i onmen al consciousness, g een HRM, en i onmen ally
speci ic se an leade ship. Figu e3 shows he concep ual amewo k o ou e iew
and summa izes CSR dimensions, media o s, mode a o s, and employee ou comes.
This e iew seems imely, as he las comp ehensi e e iew o Gond e al. (2017)
e iewed he li e a u e on mic o ounda ion o CSR un il 2016. We ound a massi e
inc ease in he mic o-CSR li e a u e in he pas six yea s, as 187 a icles ou o 270
(70%) examined in ou e iew we e published in he las six yea s. In addi ion, o
ou knowledge, his is he i s e iew ha explains and syn hesizes he socie y-o i-
en ed and en i onmen -o ien ed employee ou comes o CSR. Mo eo e , unlike p e-
ious e iews, we syn hesized he li e a u e abou undesi able employee ou comes
o CSR and classi ied hem o indi idual o o ganiza ion-o ien ed ou comes.
6.2 P ac ical implica ions
This sys ema ic li e a u e e iew del es in o he ela ionship be ween Co po a e
Social Responsibili y (CSR) and employee ou comes, o e ing p ac ical insigh s o
companies seeking o unde s and and le e age hese dynamics.
Fi s ly, he e is a need o con inuous moni o ing and measu emen o employ-
ees’ pe cep ions o CSR. Manage s should ac i ely engage wi h hese pe cep ions o
espond p omp ly and cul i a e a posi i e image o he company’s CSR ini ia i es.
This p oac i e app oach con ibu es o s eng hening ela ionships wi h employ-
ees, a ac ing and e aining high-quali y s a , and os e ing posi i e a i udes and
beha iou s. Addi ionally, add essing nega i e pe cep ions is c ucial. Companies
should be ca e ul abou po en ial nega i e a i udes and beha iou s esul ing om a
poo pe cep ion o CSR, such as cynicism and coun e p oduc i e wo k beha iou s.
629
CSR andemployee ou comes: asys ema ic li e a u e e iew
Mo eo e , cul i a ing a ou able CSR pe cep ions in ol es also embedding CSR
in o co e business ope a ions, ensu ing cong uence be ween ac ions and s akeholde
expec a ions. Ac i ely in ol ing employees in CSR ac i i ies, om planning o
implemen a ion, con ibu es o building a posi i e employe -employee ela ionship.
De ec ing and ec i ying hese issues can lead o a compe i i e ad an age and sus-
ainable o ganiza ional g ow h.
The e iew highligh s also he impo ance o unde s anding he di e en ial
e ec s o a ious CSR dimensions on employee ou comes. This knowledge empow-
e s manage s o design and implemen speci ic ypes o CSR ini ia i es ha mean-
ing ully enhance posi i e employee ou comes. A p ope balance be ween CSR o
in e nal and ex e nal s akeholde s is deemed c ucial o a oid eelings o un ai ness,
b each o us , and cynicism among employees. Manage s should p io i ize employ-
ees’ well-being alongside ex e nal CSR e o s o main ain in e nal ha mony.
The implica ions ex end o human esou ces managemen , challenging he no ion
ha economic ewa ds a e he sole mo i a o s o employees. In es ing in CSR ini-
ia i es is po ayed as a ool in human esou ces managemen , se ing o mo i a e
employees and a ac and e ain alen ed indi iduals. Mo eo e , ecognizing he
condi ions unde which CSR posi i ely in luences employees allows companies o
ailo ele an human esou ce managemen policies. Fo ins ance, CSR can be s a-
egically used o e ain alen ed manage s and appeal o younge employees.
Finally, anspa en CSR communica ion is essen ial. O ganiza ions should a ic-
ula e hei CSR communica ions clea ly, p o iding in o ma ion abou CSR objec-
i es, ele ance, and o e all impac on he company, socie y, and employees. T ans-
pa en communica ion helps diminish employee skep icism, os e ing a posi i e
pe cep ion o CSR au hen ici y and cul i a ing a heal hy and p oduc i e employe -
employee ela ionship.
6.3 Limi a ions and u u e esea ch di ec ions
The e iew has limi a ions. The sea ch was limi ed o speci ic da abases, and di e en
da abases could ha e gene a ed di e en esul s. In addi ion, we es ic ed ou sea ch
o only i les ha included CSR- ela ed e ms. In u u e s udies, a mo e expansi e
app oach could be adop ed, conside ing he keywo ds as well. Mo eo e , we decided o
limi he sea ch o pee - e iewed jou nal a icles, while he e could be in e es ing book
chap e s and wo king pape s on he opic.
Addi ionally, he ocus o ou li e a u e was on he employee ou comes o CSR and
mechanisms ha explain hese ou comes. Fu u e esea ch could include he d i e s
(an eceden s) o CSR a he indi idual le el in o de o cla i y he o ces ha igge
CSR engagemen .
Mos o he exis ing esea ch p ima ily ocuses on employee ou comes ela ed o
indi idual and o ganiza ional aspec s. Only 28 ou o 270 s udies explo e he impac o
co po a e social esponsibili y (CSR) on ou comes di ec ed owa ds socie y o he en i-
onmen , such as p o-en i onmen al beha iou . Fu u e in es iga ions should emphasize
he in luence o CSR on employees’ a i udes and beha iou s con ibu ing o commu-
ni y well-being and en i onmen al p ese a ion.
630
Y.Yassin, M.Beckmann
Mo eo e , a no iceable gap exis s in unde s anding employees’ pe cep ions o hei
company’s mo i a ion o engaging in CSR, wi h only 8 ou o 270 s udies add ess-
ing his aspec . This gap may con ibu e o he sca ci y o s udies e ealing nega i e
impac s o CSR on employees, pa icula ly when employees pe cei e CSR ac i i ies
as sel -se ing (symbolic CSR), esul ing in ad e se e ec s on o ganiza ional ela ion-
ships, wo k- ela ed a i udes, and beha iou s.
Addi ionally, he e is a dea h o s udies in es iga ing undesi able impac s o CSR
on employees, especially hose ela ed o socie y and he en i onmen . Fu u e esea ch
should del e in o he undesi able ou comes o CSR ini ia i es, shedding ligh on po en-
ial ad e se e ec s on employees and b oade communi ies.
Fu he in es iga ion is wa an ed o examine he ole o con ex ual ac o s, such as
geog aphical egion, na ional cul u e, indus y sec o , and economic s a us, in de e min-
ing employees’ CSR ou comes. Addi ionally, he e is a need o explo e no el employee
beha iou al ou comes like c ea i i y, inno a i e wo k beha iou , and employee ad o-
cacy beha iou , as well as ad e se ou comes like o ganiza ional cynicism, employee
de iance, coun e p oduc i e wo k beha iou , and pe cei ed o ganiza ional co up ion.
These eme ging hemes equi e a en ion in u u e esea ch o ad ance he exis ing
knowledge base.
Fu u e esea ch should also conside socie al ac o s in CSR-Employee ou comes
ela ionship ha may s eng hen o weaken he ela ionship be ween CSR and employee
ou comes. This includes in es iga ing he in luence o social needs, ne wo ks, ole
models, amily suppo , and he socie al and economic ci cums ances o employees’
amilies.
7 Conclusion
The p ima y objec i e o his pape was o explo e he co ela ion be ween a i-
ous dimensions o Co po a e Social Responsibili y (CSR) and di e se employee
ou comes. The me hodology was a sys ema ic e iew, which in ol ed a ho ough
examina ion o exis ing li e a u e pe aining o CSR and i s impac on employee ou -
comes, leading o he de elopmen o a comp ehensi e concep ual amewo k. This
amewo k no only delinea es he desi able and undesi able ou comes o CSR ac i -
i ies on employees bu also inco po a es he unde lying mechanisms (media o s) and
con ex ual ac o s (mode a o s) in luencing his ela ionship.
The analysis o he li e a u e unde sco ed ha each dimension o CSR exe s dis-
inc e ec s on employees’ a i udes and beha io s. No ably, he majo i y o s udies
p edominan ly ocused on ou comes a he indi idual o o ganiza ional le els.
The esea ch e eals ha ou o 270 s udies, only 28 in es iga e he impac o co -
po a e social esponsibili y (CSR) on socie al and en i onmen al ou comes, such as
p o-en i onmen al beha iou . Addi ionally, he unde s anding o employees’ pe cep-
ions o hei company’s CSR mo i es is limi ed, wi h jus 8 s udies explo ing his,
po en ially explaining why ew s udies epo CSR’s nega i e impac s on employees.
These pe cei ed nega i e impac s, especially when CSR is seen as symbolic o sel -
se ing, can ad e sely a ec o ganiza ional ela ionships and employee beha iou .
Fu he mo e, he e emains a sca ci y o esea ch on he po en ially ha m ul e ec s

631
CSR andemployee ou comes: asys ema ic li e a u e e iew
o CSR on employees, pa icula ly in socie al and en i onmen al con ex s. We call
on u u e esea ch o add ess hese gaps.
In addi ion o i s heo e ical con ibu ions, he e iew has p ac ical implica ions.
Recognizing he di e se e ec s o CSR on employees p o es aluable o compa-
nies, enabling manage s o disce n he ela i e signi icance o hese e ec s and, con-
sequen ly, o mula e and implemen CSR s a egies and policies ha gene a e busi-
ness alue. A key ecommenda ion is o manage s o ac i ely moni o and assess
employees’ pe cep ions o CSR, allowing o p omp esponsi eness and he cul i a-
ion o a posi i e pe cep ion ega ding he company’s CSR ini ia i es. This p oac-
i e app oach no only enhances he company’s ela ionship wi h employees bu can
also acili a e he a ac ion and e en ion o highly quali ied s a , he eby os e ing
inc eased p oduc i i y, commi men , and o he posi i e a i udes and beha io s.
Mo eo e , by add essing nega i e pe cep ions s emming om CSR, such as cyni-
cism, emo ional exhaus ion, and coun e p oduc i e wo k beha io s, companies can
p eemp i ely de ec and ec i y po en ial issues. This, in u n, culmina es in a com-
pe i i e ad an age and sus ainable g ow h o he o ganiza ion.
Funding Open Access unding enabled and o ganized by P ojek DEAL.
Da a a ailabili y The au ho s con i m ha all da a gene a ed o analysed du ing his sys ema ic e iew
a e included in his a icle.
Decla a ions
Con lic o in e es The au ho s decla e ha no unds, g an s, o o he suppo we e ecei ed du ing he
p epa a ion o his manusc ip . In addi ion, hey ha e no ele an inancial o non- inancial in e es s o
disclose. The au ho s con i m ha all da a gene a ed o analysed du ing his sys ema ic e iew a e included
in his a icle.
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and ins i u ional a ilia ions.