IHR-09-2023-0049_proof 1..22

Employee perceptions of hotel CSR

initiatives and job satisfaction:

exploring organizational

identification, psychological

contract fulfillment and

attachment styles

Toan Thi Phuoc Dang

Department of Business Administration, University of Economics and Law,

Ho Chi Minh City, Vietnam and

Faculty of Tourism, Nha Trang University, Nha Trang, Vietnam, and

Vinh Thi Thanh Do

Faculty of Tourism, Nha Trang University, Nha Trang, Vietnam and

Faculty of Tourism, Thai Binh Duong University, Nha Trang, Vietnam

Abstract

Purpose – This study offers an empirical framework for how hotel employees CSR perceptions affect their job

satisfaction by incorporating the parallel mediating roles of organizational identification and psychological

contract fulfillment. In addition, it examines the moderator effects of employees’ CSR-induced attributions on

the constructed mediated model, providing a powerful lens through which to evaluate when and how

employees’ CSR perceptions influence organizational identification and psychological contract fulfillment.

Design/methodology/approach – The study use PLS-SEM techniques to analyze a sample of 520

employees from 49 luxury hotels with 4–5 stars in Khanh Hoa province, Vietnam.

Findings – The results show that CSR positively influences job satisfaction th rough the mediating role of

psychological contract fulfillment and organizationalidentification. Besides, attachment styles alsoplay moderator

role in the relationship between CSR and psychological contract fulfillment/organizational identification.

Practical implications – The discoveries elucidated within this research endeavor proffer actionable

discernments to be earnestly contemplated by professionals entrenched in the hotel industry, earnestly

aspiring to ameliorate the contentment of their workforce and, concomitantly, augment the overarching

efficacy of their organizational operations.

Originality/value – This study provides human resource departments with insights and suggestions for

maximizing the efficacy of CSR implementation in the hotel industry.

Keywords Corporate social responsibility, Job satisfaction, Psychological contract fulfillment,

Organizational identification, Attachment styles, Hotel

Paper type Research paper

Introduction

Corporate social responsibility (CSR) has gained significant attention in recent hospitality

literature (Guzzo, Abbott, & Madera, 2020; Iyer & Jarvis, 2019; Rhou & Singal, 2020; Serra-

Hotel CSR

initiatives and

job satisfaction

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The current issue and full text archive of this journal is available on Emerald Insight at:

https://www.emerald.com/insight/2516-8142.htm

Received 14 September 2023

Revised 15 January 2024

Accepted 12 March 2024

International Hospitality Review

Emerald Publishing Limited

2516-8142

DOI 10.1108/IHR-09-2023-0049

Cantallops, Pe

na-Miranda, Ram



on-Cardona, & Martorell-Cunill, 2018). While initial CSR

research primarily examined its role in organizational outcomes such as financial and

organizational performance (Rhou & Singal, 2020), recent studies have adopted a micro-level

approach, exploring how CSR affects stakeholders (De Roeck & Farooq, 2018; Guzzo et al.,

2020). Researchers suggest that CSR can serve as a management approach to foster positive

attitudes and work-related attributes (Nedelko & Brzozowski, 2017; Voegtlin & Greenwood,

2016). However, in the luxury hotel industry, studies have predominantly assessed CSR from

the perspectives of customers and external stakeholders, with less attention given to

employees despite their pivotal role (G

€

urlek & Tuna, 2019).

Frontline employees in luxury hotels play a crucial role in embodying the luxury

experience (Lo & Yeung, 2020), as their interactions significantly impact customer

satisfaction (Padma & Ahn, 2020). Considering the relevance of employee attitudes for the

hotel sector ( Karatepe, 2013), understanding these attitudes becomes paramount for

delivering high-quality service (Nickson, Warhurst, & Dutton, 2005). Yet, perceptions of CSR

among hospitality employees have been comparatively understudied (Ko, Chan, & Wong,

2019; Rhou & Singal, 2020), and recent research has emphasized the need to explore employee

responses to CSR initiatives (Glavas, 2016; Park & Levy, 2014; Rhou & Singal, 2020). This

study aims to address these gaps by investigating how CSR practices impact employees in

the hotel sector.

Job satisfaction (JS) significantly motivates proactive behavior and attentive service

delivery among frontline employees, contributing to customer satisfaction and organizational

effectiveness (Lam, Cheung, & Lugosi, 2022). Satisfied employees experience lower job

burnout and exhibit a reduced intention to leave their positions (Haar & Roche, 2010).

Moreover, CSR-based job satisfaction is believed to enhance work engagement, driving

improved performance (Kim & Kim, 2020). Given its relevance as a CSR outcome, focusing on

job satisfaction among frontline hotel employees becomes crucial for boosting customer

satisfaction (Haar & Roche, 2010; Lee, Lee, & Li, 2012). However, previous empirical research

on CSR perceptions often evaluates just one dimension of CSR activities or employs CSR scales

from diverse perspectives, rather than adhering to stakeholder theory (El Akremi, Gond,

Swaen, De Roeck, & Igalens, 2018). Therefore, this study aims to explore the impact of

employees’ CSR perceptions in the hotel sector from a stakeholder theory perspective.

Furthermore, the literature lacks an examination of the mediating and moderating

mechanisms betwe en CSR and employee outcomes (Gond, El Akremi, Swaen, & Babu,

2017; Guzzo et al., 2020; Nazir & Islam, 2020; Rhou & Singal, 2020). Scholars suggest that

investigating both med iators and moderators could lead to more comprehensive CSR

models (



gan & Dedeo



glu, 2022). This research addresses these gaps by investigating

when and how employees’ per ceptions of CSR acti vities affect job satisfaction. Drawing on

social identification theory (SIT) and social exchange theory (SET), the study proposes

organizational identification and psychological contract fulfillment as mediating

variables.

Additionally, attachment styles, considered a facet of personality, are proposed to

moderate the relationship between CSR and organizational identification/psychological

contract fulfillment. This study extends existing literature by analyzing how employees’ CSR

perceptions impact organizational identification and psychological contract fulfillment. It

acknowledges individual differences and the potential for personality traits to mediate the

CSR perception-outcome relationship (Randy Evans & Davis, 2011). Attachment styles,

encompassing anxiety and avoidance, are suggested as moderating variables. The primary

objective of this study is to elucidate the specific moderating influences exerted by

attachment anxiety and avoidance on the interplay between CSR and the relationships

between organizational identification and psychological contract fulfillment. Specifically, the

objectives of this paper are:

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(1) To address how corporate social responsibility (CSR) initiatives in the hospitality

industry influence employee job satisfaction.

(2) To examine the mechanisms through which employees’ perceived CSR impacts their

job satisfaction, including direct and indirect pathways mediated.

(3) Underscores the importance of CSR initiatives in shaping employee satisfaction and

offers guidance on standardizing or enhancing CSR efforts to foster employee

contentment.

Literature review

Corporate social responsibility

Despite its growing prominence, the establishment of a universally accepted definition of

corporate social responsibility (CSR) remains a challenge (Turker, 2009). Researchers have

proposed diverse definitions for CSR, utilizing various methodologies (Aguinis & Glavas,

2012). Carroll’s four-dimensional model from 1991 has been used a lot in management

literature and empirical studies (Lee et al., 2012). However, Glavas and Godwin (2013) say that

this definition might not cover situations where a company does these four things but still

does not connect with some internal and external stakeholders. Quazi and O’brien (2000)

highlighted stakeholder theory as a tool that enables companies to fulfill their societal

responsibilities holistically, referring to the stakeholder perspective on C SR as a

contemporary approach. This research adopts the stakeholder theory lens and builds upon

Turker’s (2009, p. 413) definition of CSR as “organizational behavior aimed at positively

influencing stakeholders beyond financial gains ”.

Stakeholder theory provides a fitting framework, categorizing stakeholders into social

and non-social clusters. Bendtsen, Clausen, and Hansen (2021) contend that this paradigm

steers organizations to harmonize their strategic management with the requisites and

concerns of all stakeholders. In the hotel industry, CSR activities like green building, waste

reduction, and staff training are common. This study aligns stakeholders as social

(customers, employees, community) and non-social (environment) (Wheeler, Sillanpaa, &

Sillanp

€

a, 1997). Addressing concerns about CSR dimensions, this paper adopts a higher-

order construct approach, reflecting the complexity of organizational phenomena (Johnson,

Rosen, Djurdjevic, & Taing, 2012).

Within the hotel industry, several CSR activities have become commonplace, such as

green building, waste reduction, staff training, and community assistance (Holcomb,

Upchurch, & Okumus, 2007). Businesses tailor their CSR efforts to their respective sectors,

engaging in activities like cultural and environmental heritage preservation, local support,

recycling systems, renewable energy utilization, charitable donations, safeguarding

employee rights, promoting career opportunities, and ensuring equitable remuneration

€

urlek, D

€

uzg

€

un, & Uygur, 2017; Iyer & Jarvis, 2019; Moyeen, Kamal, & Yousuf, 2019; Rhou

& Singal, 2020). Content analysis studies of CSR in hotel operations often reveal four

dimensions: community, environment, employees, and consumers (Moyeen et al., 2019; Park

& Levy, 2014; Rhou & Singal, 2020).

In the context of CSR within hotels,

Farmaki (2019) adopts stakeholder theory to

illuminate the link between CSR and organizational performance. Employees, as key

stakeholders (Kim, Woo, Uysal, & Kwon, 2018), play a pivotal role, as their perception of the

organization’s CSR i nitiatives can i nfluence their affinity with the firm. Therefore,

stakeholder groups serve as heuristic tools for employees to assess the company’s

engagement with various internal and external parties. Nevertheless, research focused on

employees remains nascent (G

€

urlek & Tuna, 2019). El Akremi et al. (2018), bridging micro-

level CSR theory with stakeholder theory, emphasize the necessity of appraising stakeholder-

Hotel CSR

initiatives and

job satisfaction

oriented CSR via employees’ interpretations. This is because the subjective comprehension of

CSR bears more weight than the actual actions, affording a more precise anticipation of their

role in value generation.

Regarding hotel employee studies, Park and Levy (2014) examined four stakeholder

groups: community, environment, employees, and customers. In contrast, Ko et al. (2019)

found that the stakeholder perspective toward CSR was underexplored in hospitality

literature, leading them to propose a five-dimensional scale: customers, natural environment,

employees, and investors. In alignment with Turker’s definition, hotel organizations view

CSR as a strategy to mitigate adverse impacts and enhance positive outcomes for the

community, environment, employees, and consumers. Furthermore, this study will measure

the nature and structure of CSR perceptions as a higher-order construct. Such constructs

facilitate theory development by capturing the diversity of organizational phenomena while

offering concise overarching constructs (Johnson et al., 2012). They also assist in discerning

complex work attitudes and behaviors by reflecting the abstraction level associated with

these factors (El Akremi et al., 2018).

Effects of CSR on job satisfaction

Within organizational literature, job satisfaction stands out as a frequently examined

employee attitude, signifying the extent to which individuals experience contentment within

their occupational roles. The idea of a satisfying or advantageous mental state that results

from the evaluation of one’s job or work-related experiences (Locke, 1976) emphasizes this

conceptualization. Encompassing multifaceted dimensions of employment, job satisfaction

traverses an array of aspects, including progression opportunities, compensation, benefits,

and task responsibilities. It inherently ranges across a spectrum spanning from favorable to

unfavorable, contingent upon the accommodation of individuals’ requ isites. As an

indispensable organizational outcome, the salience of job satisfaction has been augmented

within the amb it of CSR- focused inquirie s (e.g. Barakat, Isab ella, Boaventura, &

Mazzon, 2016).

Numerous investigations delve into the interplay between CSR and work satisfaction,

striving to untangle causative mechanisms. Such studies contemplate the construct either as

a mediating agent or as an outcome of both intrinsic and extrinsic CSR endeavors. Rupp,

Ganapathi, Aguilera, and Williams (2006), for instance, postulated that employees’

perceptions of their organization’s CSR endeavors would impinge upon their affective

states, attitudes, and behaviors, encompassing job satisfaction, attraction, commitment, and

citizenship conduct. Furthermore, within the service sector, employees exhibiting elevated

job satisfaction tend to furnish superior customer service, thereby fostering customer

contentment and allegiance, a facet that augments the organization’s financial performance

(Bo



gan, T

€

urkay, & Dedeo



glu, 2018). Plentiful empirical inquiries corroborate a positive nexus

between employee perceptions of CSR activities and job satisfaction, particularly evident

within the milieu of luxury hotels. Trivellas, Rafailidis, Polychroniou, and Dekoulou (2019)

illustrate that CSR interventions can serve as a conduit for heightening job satisfaction and

engendering trust among organizational personnel. Kim et al. (2018), in their analysis,

underscore that benevolent and economic CSR initiatives conduce to an improved quality of

working life for employees, consequently engendering heightened job satisfaction. Indeed,

CSR initiatives within the realm of hotels hold the potential to elevate the quality of working

life for employees by addressing their physiological and psychological requisites (Kim,

Milliman, & Lucas, 2020) and fostering their overall well-being (Kim & Kim, 2020). The

empirical scholarship advanced by Hur, Moon, and Choi (2019) accentuates that employee

involvement in CSR undertakings engenders enhanced subjective well-being, thereby

exuding favorable ramifications upon both personal and professional spheres, thereby

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bolstering job satisfaction. Job satisfaction, a crucial organizational outcome, is explored in

relation to CSR. Positive correlations between CSR and job satisfaction are well-documented

(Rupp et al., 2006; Trivellas et al., 2019; Kim et al., 2018). This study extends the

understanding, emphasizing the potential of CSR initiatives in hotels to elevate the quality of

working life for employees (Kim et al., 2020). The proposed hypothesis aligns with these

antecedents:

H1. CSR perception will have a positive impact on employee job satisfaction.

Organizational identification

SIT posits that individuals self-categorize into social groups based on affiliations such as the

workplace, influencing self-concept (Mael & Ashforth, 1992). In this framework, individuals

seek distinctiveness within social contexts, gravitating towards groups with divergent

values. When employees perceive organizational activities as aligned with their personal

values, they perceive the organization as an extension of their self-concept (Mael &

Ashforth, 1992).

Within CSR evaluations, employees desire a sense of organizational belonging, fostering

personal investment in the firm’s outcomes and incentivizing behaviors that advance

organizational objectives. Consequently, social identity theory contends that employees’

assessments of perceived CSR practices may impact pivotal job outcomes, like job

satisfaction, due to the firm’s CSR endeavors. The interplay between CSR perception and

organizational identification is explored further below.

OI denotes perceiving the organization’s triumphs and losses as one ’ s own (Mael &

Ashforth, 1992), reflecting a shared identity between the organization and its members.

Rooted in social identity principles (Tajfel & Turner, 2004), OI encompasses the conviction

that employees with robust organizational identification embody organizational values and

beliefs (Van Knippenberg & Hogg, 2017).

CSR can enhance recognition by positively elevating organizational status, offering firms

and, indirectly, their employees a favorable identity. This rende rs an increase in

organizational identification plausible (De Roeck & Farooq, 2018). Scholars emphasize that

ethical conduct towards the community, environment, and consumers cultivates pride,

belonging, and deeper organizational affiliation among employees (Aguinis & Glavas, 2013).

CSR thus bolsters corporate identification by bolstering employees’ confidence in their

organizational allegiance (El Akremi et al., 2018). Consequently, CSR initiatives granting

firms elevated standing may enhance OI. Stemming from Social Identity Theory (SIT), OI

reflects employees perceiving the organization’s successes and losses as their own. CSR

enhances recognition, positively impacting OI (De Roeck & Farooq, 2018). This study builds

on this relationship:

H2. CSR perception has a positive effect on organizational identification

Impact of organizational identification on job satisfaction

Organizational identification holds the potential to yield favorable outcomes within the work

context. This construct nurtures enduring and robust affiliations between employees and

their organization, rooted in a sense of belonging and unity with the entity (Mael & Ashforth,

1992). Consequently, organizational triumphs and setbacks are perceived as personal

successes and failures by the employees. In light of the fact that job satisfaction arises from

individuals’ interpretations of their employment circumstances, employees exhibiting robust

organizational identification tend to positively evaluate their job attributes. Moreover, such

employees are inclined to engage in behaviors that advance the well-being of the identified

organization, thereby concurrently enhancing their own self-concept (Shin, Hur, & Kang,

Hotel CSR

initiatives and

job satisfaction

2016). Notably, heightened identification engenders propensities towards positive

orientations and deters detrimental behaviors (Syna Desivilya & Eizen, 2005). Within this

framework, it is plausible that employees who harbor pronounced organizational

identification are more inclined to manifest favorable attitudes concerning their roles,

consequently amplifying their job satisfaction and augmenting their enthusiasm towards

executing in-role duties (Karanika-Murray, Duncan, Pontes, & Griffiths, 2015). OI, fostering

enduring affiliations, influences job satisfaction positively (Shin et al., 2016). The proposed

hypothesis suggests the following relationship:

H3. Organizational identification has a positive effect on job satisfaction

Mediating mechanism of organizational identification

This study synthesizes as mentioned analysis of organizational identification (OI) and posits

which perceiving CSR can engender heightened organizational identification and an elevated

level of job satisfaction. Drawing from SIT, employees aligning themselves with their

organization perceive their personal success as intertwined with the organization’s

accomplishments (Mael & Ashforth, 1992). Robust identification with the organization

impels intrinsic motivation to contribute to the achievement of the organization’s strategic

objectives, amplifying positive reflections on the entity and self (Dutton, Dukerich, &

Harquail, 1994). Substantiated by empirical investigations, heightened organizational

identification correlates with positive sentiments and cognitions towards the organization,

fostering increased dedication and discretionary endeavors (Lee, Choi, Moon, & Babin, 2014),

which are likely to manifest as affirmative responses towards overall job circumstances for

the individual (e.g. Van Dick, Hirst, Grojean, & Wieseke, 2007). This study posits OI as a

mediator between CSR perception and job satisfaction, aligning with Social Identity Theory.

OI enhances intrinsic motivation, contributing to positive reflections on the organization and

self (Lee et al., 2014).

H4. Organizational identification mediates the relationship between perceived CSR

perception and job satisfaction.

Psychological contract fulfillment

SET offers a prominent framework for elucidating the dynamics between employers and

employees (Blau, 1968). SET posits that an actor, often an organization or supervisor, initiates

actions that involve treating employees positively or negatively (Cropanzano & Mitchell,

2005). In response, individuals exhibit corresponding positive or negative attitudes and

behaviors, reflecting the reciprocity principle fundamental to SET. This theoretical

perspective has been applied in CSR research to expound on the interactive exchanges

resulting from CSR policies (Ajina, Japutra, Nguyen, Alwi, & Al-Hajla, 2019; Rhou &

Singal, 2020).

The psychological contract encompasses an employee’s comprehension of reciprocal

obligations between employers and employees (Rousseau, 1989). It serves as a vital gauge of

the quality of the employee-organization relationship (Wang & Hsieh, 2014), acting as a

communication conduit between the two parties. Fulfillment of the psychological contract

signifies an employee’s perception of the organization’s adherence to its contractual

commitments (Henderson, Wayne, Shore, Bommer, & Tetrick, 2008). When employees

conceive the company’s fulfillment of social responsibilities through avenues like promotions,

competitive compensation, performance incen tives, and professional growth, their

dedication, loyalty, and involvement in organizational citizenship behaviors amplify.

Similarly, just treatment of external stakeholders through products or monetary

contributions spurs employees to adopt eco-friendly behaviors. Similarly, prioritizing

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employee interests and offering ample advancement prospects or comprehensive benefits

fosters a perception of heightened CSR, fueling employee engagement (Evans & Davis, 2014).

Social Exchange Theory (SET) frames CSR’s impact on the psychological contract. CSR

positively influences PCF through reciprocal obligations (Henderson et al., 2008). According

to SET, employers fulfill a substantial share of their commitments by honoring their social

responsibilities to stakeholders (Sonnenberg & van Zijderveld, 2014). Employees are inclined

to develop a psychological contract when they perceive an elevated level of corporate social

responsibility directed toward stakeholders. Consequently, this study posits the ensuing

hypothesis:

H5. Corporate social responsibility perception positively impact on psychological

contract fulfillment

Impact of psychological contract fulfillment on job satisfaction

The majority of research on psychological contract fulfillment (PCF) is extensively associated

with the attitudes and behaviors of employees (Conway & Coyle-Shapiro, 2012; Katou &

Budhwar, 2012; Opoku Mensah & Koomson, 2021; Sturges, Conway, Guest, & Liefooghe,

2005). When employees interpret that their employers have exceeded initial promises, such as

by offering improved benefits and additional opportunities for career growth, they tend to

amplify their social exchange relationship by elevating their contributions to the organization

(Al-miman, 2017 ; Liu, He, Jiang, Ji, & Zhai, 2020). Mensah (2019) demonstrated a positive

correlation between job satisfaction and PCF. Conversely, recent investigations point out that

when hospitality employees perceive a breach in their psychological contract, they may

reduce their contributions to the company, resulting in adverse job outcomes (Chen & Wu,

2017; Hui, 2021; Li, Wong, & Kim, 2016 ; Opoku Mensah & Koomson, 2021). PCF correlates

positively with job satisfaction (Mensah, 2019). The proposed hypothesis suggests this

positive connection:

H6. Psychological contract fulfillment will have a positive impact on employee job

satisfaction.

Mediating mechanism of psychological contract fulfillment

This study establishes a connection between sections PCF analysis and advances proposition

that perceived CSR can elevate the level of psychological contract fulfillment (PCF) and

consequently augment job satisfaction. To clarify, the influence of CSR perception on

individual job satisfaction operates through its impact on PCF. PCF serves as a mediator

between CSR perception and job satisfaction, elucidating the causal mechanism (Fang, Fan,

Nepal, & Chang, 2021). As such, we hypothesize that psychological contract fulfillment

serves as an intermediary variable that elucidates the underlying causal mechanism linking

CSR perception and job satisfaction. Building upon the aforementioned rationale, the

following hypothesis is formulated:

H7. Psychological contract fulfillment mediates the relationship between CSR perception

and job satisfaction.

Moderating effect of attachment styles

While we anticipate that CSR will indirectly influence JS through OI and PCF, it’s crucial to

acknowledge the varying effects on employees due to distinct personality traits (Dumont,

Shen, & Deng, 2017). Specifically, we hypothesize that the influence of relationship distress on

attachment styles (Luu, 2017b) will differ among employees possessing different attachment

styles, resulting in varied levels of OI and PCF.

Hotel CSR

initiatives and

job satisfaction

Attachment styles delineate individuals’ relationship preferences, reflecting the

propensity to form close bonds within their i mmed iate environment (Luu, 2017b).

Extensive prior research (Albert, Kreutzer, & Lechner, 2015; Wu, Parker, & De Jong, 2014)

has underscored the role of attachment types in elucidating workplace performance and its

impact on employees’ attitudes, well-being, and behavior. Attachment anxiety a nd

attachment avoidance represent two well-recognized attachment categories (Mikulincer &

Shaver, 2005). Attachment anxiety pertains to a negative self-concept and heightened

sensitivity to emotional and social cues (Mikulincer & Shaver, 2005 ). These individuals seek

secure and prestigious relationships to assure support and protection, but their dependency

may also lead to fear of rejection (Mikulincer & Shaver, 2005). Conversely, attachment

avoidance entails a focus on negative aspects of others (Mikulincer & Shaver, 2005), leading

to an inclination for self-reliance and emotional distance (Luu, 2017b), and an aversion to close

connections (Mikulincer & Shaver, 2005).

SIT posits that employees embrace organizational identification when their individual

identity converges into a collective one (Hogg & Turner, 1985). The extent of such

identification varies among employees (Tajfel & Turner, 2004). When concerned employees

perceive alignment between their own values and the organization’s CSR, they tend to adopt a

shared identity. Therefore, we explore attachment style as a potential moderator in the CSR-

OI/PCF link, especially considering the prevalence of anxiety symptoms among employees

(Marvaldi, Mallet, Dubertret, Moro, & Guessoum, 2021).

Additionally, looking at employees’ attachment styles is necessary as a starting point to

fully understand the benefits of CSR, since cognitive differences between individuals can

show how CSR affects OI/PCF in different ways (Luu, 2017a; Schmidt, 2016). Because the

effects of perceived CSR on OI/PCF may be different for different people, our study uses

variables to show how employees’ perceived attachment anxiety and attachment avoidance

affect these differences.

Hazan and Shaver (1990) demonstrated that individuals with an anxious attachment style

displayed more favorable dispositions toward their work and colleagues, implying that a

secure attachment style might correlate with more positive organizational affiliations.

Consequently, those with an anxious attachment style are inclined to establish a strong

connection with the organization and its CSR ethos, reflecting their favorable attitudes

toward work and coworkers. This underscores the potential link between an anxious

attachment style and constructive organizational sentiments. Conversely, employees

characterized by an avoidant attachment style exhibited a degree of reticence towards

community-oriented endeavors, concurrently harboring a pessimistic view of others and a

favorable perception of themselves (Bartholomew & Horowitz, 1991). Consequently,

individuals with avoidant attachment styles manifest reduced receptivity to CSR

initiatives that promote transcendence beyond self-identity. This leads to diminished

engagement in pro-community activities and consequently, less favorable work attitudes and

organizational involvement.

The study hypothesizes that the previously established bidirectional link between CSR

and attachment anxiety would be evident among employees with low attachment avoidance

tendencies, but not among those with high attachment avoidance traits. Employees with low

attachment avoidance and high attachment anxiety tend to exhibit a stronger inclination to

align with the organization and its CSR principles, leading to heightened engagement in

organizational identification and psychological contract fulfillment (OI/PCF). Conversely,

employees characterized by low levels of both attachment anxiety and attachment avoidance

exhibit a diminished responsiveness to CSR ideals and consequently display lower

engagement in OI/PCF.

In contrast, the interaction effect between CSR and the attachment avoidance trait is likely

to manifest differently for employees possessing pronounced attachment avoidance

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characteristics. High attachment anxiety diminishes employee disengagement from the

organization and its CSR principles, as a heightened avoidant attachment style might hinder

an employee’s willingness to stay committed to the organization. Conversely, individuals

with elevated attachment avoidance tendencies may demonstrate reduced susceptibility to

adverse reactions towards CSR ideals. It follows that employees with high attachment

anxiety generally exhibit more negative responses to elevated CSR values compared to those

with lower attachment anxiety.

Attachment styles, reflecting individuals’ relationship preferences, are proposed as

moderators in the CSR-OI/PCF link, as outlined in the ensuing hypotheses:

H8. Attachment anxiety variable is a positive moderator, strengthening the indirect link

between CSR perception and both (a) organizational identification and (b)

psychological contract fulfillment. This enhancement is more pronounced among

individuals with high attachment anxiety.

H9. Attachment avoidance operates as a negative moderator, diminishing the indirect

association between CSR perception and both (a) organizational identification and (b)

psychological contract fulfillment. This attenuation is more evident among

individuals with higher attachment avoidance compared to those with lower

attachment avoidance levels.

Based on above hypotheses, the proposed research model is as Figure 1.

Methodology

Participants

In assessing the studied constructs, established measures from prior research were

employed. The 18-item Corporate Social Responsibility (CSR) scale from G

€

urlek and Tuna

Mediating

effect

Moderating

effect

Direct effect

H7 (+)

Psychological

contract

fulfilment

H1 (+)

Organizational

Identification

CSR perception

Job

satisfaction

Attachment

anxiety

Attachment

avoidance

H3 (+)

H9a (–)

H2 (+)

H4 (+)

H5 (+)

H6 (+)

H8a (+)

H9b (–)

H8b (+)

Source(s): Authors

Figure 1.

Conceptual framework

Hotel CSR

initiatives and

job satisfaction

(2019) covered facets concerning employees, customers, society, and the environment. Mael

and Ashforth (1992) created a six-item scale to measure organizational identification.

The assessment of psychological contract fulfillment utilized the scale introduced by Sobaih,

Ibrahim, and Gabry (2019). Job satisfaction was evaluated via the scale constructed by Hayat

and Afshari (2022). Attachment anxiety and attachment avoidance were appraised using

corresponding five-item indices adapted from Luu (2017). Responses were rated on a five-

point continuum ranging from 1 (strongly disagree) to 5 (strongly agree). Demographic

variables, including age, gender, relevant educational qualifications, and tenure within the

hotel, were collected to control for their potential influences.

Data collection

According to the UNWTO’s 2019 Tourism Highlights Report, Vietnam has witnessed

substantial growth in its tourism sector over the past decade, establishing itself as a

prominent destination in Southeast Asia (Le Quyen, 2022). Notably, coastal cities and islands

like Nha Trang, Da Nang, and Phu Quoc have emerged as prominent destinations, boasted

well-developed tourism infrastructure and attracting renowned international luxury hotel

brands (Hien, 2023).

In specific, Nha Trang, situated in Khanh Hoa on Vietnam’s Southern Central Coast, is

renowned for its pristine beaches, scuba diving sites, and rich historical and cultural

landmarks. Iconic attractions encompass the Oceanography Museum, the Po Nagar Tower,

the Buddhist Long Son Temple, and Nha Trang Bay (Nguyen, 2020). According to the

Vietnam National Administration of Tourism (VNAT, 2019), Khanh Hoa ranks as the

country’s top tourist destination and accounts for a sizable portion of Vietnam’ s inbound

tourism. A report from the Khanh Hoa Department of Tourism (KHDT, 2022) identifies 53

opulent hotels with four to five stars in Khanh Hoa, which supports this assertion. Following

the guidelines outlined in the Vietnam Standard TCVN 4391:2009 on Hotels determines the

classification of hotels into three categories – three star, four star, and five star.

Instrument

Data were collected in Nha Trang, Vietnam, a city experiencing substantial growth in its

tourism sector. The focus was on four- and five-star hotels in Nha Trang, with frontline

employees from front-office and food and beverage service departments constituting the

sample. A questionnaire was used, translated into Vietnamese after development in English,

ensuring accuracy through the back-translation technique. Pretesting involving 30 frontline

employees confirmed the questionnaire’s comprehensibility. The questionnaire was

administered to frontline staff through purposive sampling, considering their role in

customer-facing service positions within luxury hotels in Khanh Hoa.

A purposive, criterion-based sampling approach was employed to select frontline service

employees (Lam et al., 2022), with the primary criterion being their role in customer-facing

service positions within luxury hotels in Khanh Hoa. The perception that larger

establishments exhibit greater social responsibility and CSR knowledge led to the selection

of these hotels (Bavik, 2019). Consequently, the questionnaire was exclusively administered

to frontline staff (front office, housekeeping, F&B). Data collection utilized purposive

sampling, aiming to examine the perceptions of frontline employees in customer-oriented

roles within the hospitality industry. The data collection team secured permission from 49 HR

managers of participating hotels and distributed paper-based questionnaires to frontline

service employees. Responses were collected confidentially and then handed over to the

researcher.

Data collection was conducted in September and November of 2022, resulting in 520 valid

responses from 49 luxury hotels (four- and five-star) for subsequent statistical analysis.

IHR

To determine the required sample size, this study adhered to the guidance of Hair, Hult,

Ringle, and Sarstedt (2021) and employed the inverse square root method, yielding a target of

155 respondents for path coefficients between 0.11 and 0.2 at a significance level of 5%.

As such, the study aimed to surpass this requirement by targeting 520 respondents.

Data analysis and results

Demographic findings

This study comprised 29.6% male and 72.4% female participants, with educational

backgrounds indicating that 27.3% had attained diploma level, 74.1% held bachelor’s

degrees, and 0.6% had completed postgraduate studies. The majority of participants were

within the age range between 18 and 30 (81.4%), followed by those between the ages of 31 and

40 (17.8%), and 2.7% over 40. In terms of departmental distribution, 24.7% of them worked in

front office departments, 39% worked in F&B, 38.2% worked in the rooms department.

Measurement validation

The study employed Partial Least Squares Structural Equation Modeling (PLS-SEM) to

evaluate the reliability and validity of the measurement model and estimate the structural

model. Given the presence of high-order constructs within the measurement model, the

disjointed two-stage approach was adopted for model estimation (Sarstedt & Cheah, 2019).

This entailed verifying constructs reliability through Cronbach’s alpha and composite

validity (CR), evaluating convergent validity via factor loadings and average variance

extracted (AVE), and assessing discriminant validity using heterotrait-monotrait (HTMT)

correlation values.

In the initial stage, the reliability and validity of the first-order constructs were examined.

Subsequently, the measurements of second-order constructs were assessed in the subsequent

step. Specifically, the latent variables derived from the first-order constructs, established in

Step 1, were employed as indicators for the corresponding second-order constructs.

Cronbach’s alpha, rho_a, and CR values exceeded the threshold of 0.7, factor loadings

exceeded 0.7, and all AVE values were above 0.7, confirming reliability and convergence

validity. The HTMT correlation matrix demonstrated values below 0.85, validating the

discriminant validity of the constructs (see Tables 1 and 2). Thus, the study confirmed the

acceptability of reliability and convergence validity.

Research constructs

No. of scale items

Item loading Cronbach’s alpha CR AVEOriginal Final

CSR-CO 5 5 0.92/0.89/0.83/0.86/0.88 0.92 0.94 0.77

CSR-CUS 5 5 0.87/0.80/0.80/0.83/0.81 0.88 0.91 0.67

CSR-ENV 4 4 0.84/0.87/0.85/0.84 0.87 0.91 0.72

CSR-EMP 4 4 0.79/0.79/0.85/0.86 0.84 0.89 0.68

PCF 4 4 0.93/0.88/0.91/0.65 0.87 0.91 0.72

OI 6 6 0.64/0.82/0.83/0.85/0.83/0.85 0.89 0.92 0.65

JS 4 4 0.88/0.91/0.87/0.88 0.91 0.94 0.78

AAN 5 5 0.76/0.83/0.80/0.77/0.79 0.85 0.89 0.62

AAV 5 5 0.94/0.93/0.95/0.95/0.91 0.96 0.97 0.87

CSR perception 0.86/0.78/0.80/0.75 0.81 0.87 0.63

Note(s): CSR-CO: CSR to community; CSR-CUS: CSR to customer; CSR-ENV: CSR to environment; CSR-EMP:

to employees; PCF: Psychological contract fulfillment; OI: Organizational identification; JS: job satisfaction;

AAN: Attachment anxiety; AAV: Attachment avoidance

Source(s): Authors

Table 1.

Reliability and validity

of the studied construct

Hotel CSR

initiatives and

job satisfaction

Furthermore, the HTMT correlation matrix demonstrated that all values were below 0.85,

corroborating the discriminant validity of the investigated constructs. This comprehensive

assessment establishes the robustness and validity of the measurement model, providing a

solid foundation for subsequent analyses and conclusions (Sarstedt & Cheah, 2019; Hair

et al. , 2021).

Checking for common method biases

To mitigate potential common method biases, we employed the common latent factor (CLF)

approach, as endorsed for the context of PLS-SEM (Partial Least Squares Structural

Equation Modeling) by Liang, Saraf, Hu, and Xue (2007) and justified by Podsakoff,

MacKenzie, Lee, and Podsakoff (2003). This involved elevating all first-order constructs to

second-order constructs and integrating a CLF into the measurement model, utilizing all

measurement items as its indicators. To determine factor loadings and ascertain the average

variance explained, bootstrap resampling was employed (5,000 subsamples). The results

underscored the insignificance of most CLF factor loadings, and the variance accounted for by

the measurement model and CLF stood at 0.72 and 0.0047, respectively, reflecting a ratio of 153:1.

Hence, the likelihood of common method bias significantly influencing this research was

minimized.

Hypothesis testing results

Following the guidelines of Hair et al. (2021) for assessing research model quality, two criteria

were employed: coefficient of determination (R

) and predictive relevance (Q

index).

Specifically, R

values for endogenous variables ranged between 0.41 and 0.47, surpassing

the recommended moderate threshold of 0.33, underscoring the satisfactory explanatory

prowess of the examined constructs. Q

values exceeding 0 (ranging from 0.21 to 0.27)

indicated the structural model’s predictive accuracy. The results of testing the hypotheses are

presented in Table 3, to be more specific:

Hypothesis 1: CSR Perception and Job Satisfaction: The outcomes of hypothesis testing

confirmed the positive influence of CSR perception on job satisfaction (H1:β 5 0.17; p < 0.01).

Hypotheses 2, 3, and 5 (H2, H3, H5): CSR Perception and Job Satisfaction: The outcomes of

hypothesis testing confirmed the positive influence of CSR perception on job satisfaction (H1:

β 5 0.17; p < 0.01).

12345678910

1. CSR - CO

2. CSR-CUS 0.58

3. CSR-ENV 0.62 0.64

4. CSR-EMP 0.61 0.47 0.59

5. PCF 0.68 0.41 0.38 0.53

6. OI 0.75 0.62 0.57 0.49 0.54

7. JS 0.55 0.52 0.43 0.41 0.55 0.64

8. AAN 0.15 0.11 0.11 0.15 0.21 0.09 0.10

9. AAV 0.04 0.18 0.16 0.13 0.04 0.11 0.14 0.13

10. CSR n.a n.a n.a n.a 0.66 0.80 0.62 0.17 0.16

Note(s): CSR-CO: CSR to community; CSR-CUS: CSR to customer; CSR-ENV: CSR to environment; CSR-EMP:

to employees; PCF: Psychological contract fulfillment; OI: Organizational identification; JS: job satisfaction;

AAN: Attachment anxiety; AAV: Attachment avoidance; n.a: not applicable

Source(s): Authors

Table 2.

HTMT matrix

IHR

Hypotheses 6 (H6): Psychological Contract Fulfillmen t and Job Satisfaction: Both

organiza tional identification (H3: β 5 0.34; p < 0.001) and psychological c ontract

fulfillment (H6: β 5 0.58; p < 0.001) directly fostered job satisfaction.

CSR perception yielded favorable direct effects on both organizational identification

(H2: β 5 0.69; p < 0.001) and psy chological con tract fulfi llment (H5: β 5 0.19 ; p <0.001).

In alignment with H3 (β 5 0.34; p < 0.001) and H6 (β 5 0.58; p <0.001),both

organizational identification and psychological contract fulfillment directly fostered job

satisfaction.

Hypotheses 4 and 7 ( H4, H7): Mediation Effects: Mediation effects were evident through

organizational identification (H4: β 5 0.24; p < 0.001) and psychological contract fulfillment

(H7: β 5 0.13; p < 0.001), confirming the mediating hypotheses.

Mediation effects were evident through organizational identification (H4: β 5 0.24;

p < 0.001) and psychological contract fulfillment (H7: β 5 0.13; p < 0.001), thus confirming the

mediating hypotheses. In delineating the nature of these mediating effects, the pertinent,

significant, and positive direct effects from CSR perception to job satisfaction were taken into

account. Consequently, as posited by Zhao, Lynch, and Chen (2010), organizational

identification and psychological contract fulfillment were identified as partial mediators,

specifically classified as complementary mediators.

Hypotheses 8

and 9 (H8, H9): Moderator Effects: Attachment anxiety positively moderated

the relationship between CSR and both organizational identification (H8a: β 5 0.11; t 5 2.77;

p < 0.01) and psychological contract fulfillment (H8b: β 5 0.11; t 5 3.09; p < 0.01). Attachment

avoidance negatively moderated the relationship between CSR and both organizational

identification (H9a: β 5 0.13; t 5 3.23; p < 0.01) and psychological contract fulfillment

(H9b: β 5 0.13; t 5 3.23; p < 0.01).

The data support the hypotheses regarding the moderator effects hypothesis. Specifically,

attachment anxiety has a positive moderating effect on the relationship between CSR and

organizational identification (H8a: β 5 0.11; t 5 2.77; p < 0.01) as well as CSR and

psychological contract fulfillment (H8b: β 5 0.11; t 5 3.09; p < 0.01). Meanwhile, the variable

Path Hypotheses VIF Std. β t-values Bootstrap Conclusions

Direct effects

CSR → JS H1 2.23 0.17 3.07** [0.07; 0.29] Support

CSR →OI H2 1.00 0.69 23.49*** [0.63; 0.74] Support

OI → JS H3 1.94 0.34 6.03*** [0.23; 0.46] Support

CSR → PCF H5 1.00 0.58 25.34*** [0.53; 0.62] Support

PCF → JS H6 1.53 0.23 5.19*** [0.15; 0.32] Support

Mediating effects

CSR → OI → JS H4 0.24 5.50*** [0.16; 0.32] Support

CSR → PCF → JS H7 0.13 5.10*** [0.008; 0.10] Support

Moderating effects

AAN*CSR → OI H8a 1.13 0.11 2.77** [0.03; 0.18] Support

AAN*CSR → PCF H8b 1.13 0.13 3.09** [0.05; 0.21] Support

AAV*CSR → OI H9a 1.41 0.13 3.23** [0.21; 0.05] Support

AAV*CSR → PCF H9b 1.41 0.10 2.69** [0.16; 0.02] Support

Effect size (f

) f

CSR→JS

5 0.02; f

CSR→OI

5 0.90; f

OI→JS

5 0.10; f

CSR→PCF

5 0.5;

PCF→JS

5 0.06; f

AAN*CSR→OI

5 0.02; f

AAN*CSR→PCF

5 0.02; f

AAV*CSR→OI

5 0.03; f

AAV*CSR→PCF

5 0.01

Note(s): ***p < 0,001; **p < 0.01; *p < 0.05

Source(s): Authors

Table 3.

Hypothesis testing

results

Hotel CSR

initiatives and

job satisfaction

of attachment avoidance style has a negative moderating effect on the relationship between

CSR and organizational identity (H9a: β 5 0.13; t 5 3.23; p < 0.01) as well as CSR and

psychological contract fulfillment (H9b: β 5 0.13; t 5 3.23; p < 0.01).

Discussion and conclusions

This study contributes to the CSR literature by delving into the micro-foundations of CSR

investigation and examining employees’ responses to CSR initiatives within the hospitality

sector (Glavas, 2016; Rupp, Shao, Thornton, & Skarlicki, 2013; Wang, Fu, Qiu, Moore, &

Wang, 2017). In line with the hypothesis, a comprehensive theoretical framework is

established to examine the mechanisms through which employees’ perceived CSR impacts

their job satisfaction. Employing SIT and SET, a model is formulated to empirically assess

the influence of perceived CSR on employee job satisfaction within the hospitality context.

This analysis considers both direct and indirect pathways mediated by organizational

identification and psychological contract fulfillment. To help us understand these dynamics

better, this study uses Social Identity Theory (SIT) to look at how attachment styles, such as

attachment anxiety and attachment avoidance, affect the proposed mediating effects.

Overall, our outcomes affirm the hypothesized connections.

The study’s findings affirm that CSR perception, both directly and indirectly through

organizational identification and psychological contract fulfillment, significantly influences

employees’ job satisfaction. In the hospitality sector, CSR functions as an informal Human

Resource Management (HRM) strategy, showcasing organizational dedication to employees,

customers, communities, and the environment. This holistic approach enhances the

significance attributed to employment and individual value perception. Encouraging

employee participation in CSR initiatives can elevate awareness and appreciation, solidifying

organizational commitment.

Moreover, the study highlights the impact of attachment anxiety and attachment

avoidance on organizational identification (OI) and psychological contract fulfillment (PCF)

in response to CSR initiatives. Tailoring CSR efforts to accommodate employees’ attachment

styles is recommended for optimizing outcomes. For those with attachment anxiety, fostering

an environment of trust and commitment aligns with their proclivity for prosocial behaviors.

Conversely, addressing the concerns of employees with attachment avoidance through

supportive measures can attenuate insecurities and enhance engagement.

In conclusion, this study underscores the necessity for hotel managers to understand the

diverse traits an d characteristics of their w orkforce for effective CSR integration.

A customized strategy that takes into account both theoretical ideas like attachment

theory and the practical realities of employee engagement can help the hotel industry

implement CSR successfully and possibly expand to other organizational contexts.

Theoretical implications

The findings of this study present actionable insights for practitioners in the hotel industry

seeking to enhance employee satisfaction and overall organizational performance. One key

takeaway is the recognition that Corporate Social Responsibility (CSR) initiatives can exert

both direct and indirect influences on employee job satisfaction. This indirect influence

operates through organizational identification and psychological contract fulfillment,

underscoring the importance of fostering a strong sense of organizational belonging and

consistently delivering on promises made to employees. To put this into practice, hotel

managers can emphasize and communicate the organization’s values and mission to create a

stronger sense of identity among employees and implement feedback mechanisms to enhance

psychological contract fulfillment.

IHR

Furthermore, the study highlights the role of attachment styles, specifically attachment

anxiety and attachment avoidance, in mediating the relationship between CSR perception

and employee satisfaction. Practitioners can tailor their communication and engagement

strategies to accommodate these attachment styles, emphasizing trust and commitment for

those with attachment anxiety and focusing on practical benefits for employees with

attachment avoidance tendencies.

Strategically, the study underscores the significance of CSR as a tool for enhancing

employee well-being and meeting the expectations of various stakeholders. To prioritize CSR,

organizations should ensure leadership commitment, potentially standardize or enhance CSR

efforts, particularly in community involvement, and establish metrics for measuring the

impact of CSR initiatives.

Lastly, recognizing that CSR activities extend beyond employee satisfaction to address

the demands of multiple stakeholders is crucial. Practitioners should engage with

stakeholders to understand their expectations and concerns, maintain transparency in

CSR activities and reporting, and align CSR efforts with the multifaceted expectations of the

broader stakeholder community. In summary, these practical actions can help hotel industry

practitioners effectively leverage CSR initiatives to enhance employee satisfaction,

strengthen organizational identification and psychological contract fulfillment, and align

with the demands of various stakeholders, ultimately improving overall organizational

performance and reputation.

Limitations and implications for future research

The current study bears intriguing implications, yet its scope is not devoid of limitations that

warrant further exploration through additional research endeavors. Primarily, this study

delves into the impact of CSR activities on front-line hotel employees and their subsequent

outcomes within the context of Vietnamese luxury hotels. Nonetheless, the utilization of a

cross-sectional design impedes the establishment of causal relationships between CSR and

individual outcomes. Subsequent longitudinal inquiries are imperative to unravel the causal

interplay between CSR initiatives and employee attitudes and behaviors. Secondly, the data

was exclusively sourced from front-line personnel in the hospitality sector, thereby

introducing the potential for shared variance. While efforts were exerted to mitigate common

variance bias by randomizing questionnaire items and assessing its admissibility in this

study (Guest & Conway, 2001), future investigations should adopt a multi-source approach

encompassing both managerial and employee perspectives. The current study also looked at

attachment style as a moderating factor. This showed how personality traits play a key role

in either strengthening or weakening the ability to turn positive CSR perceptions into positive

actions. In light of this revelation, we advocate for the exploration of diverse personal

attributes and personality traits as potential moderators in future research undertakings.

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