European research on management and business economics 28 (2022) 100185

www .e ls e vi er .e s/ e rmb e

Relationship CSR and employee commitment: Mediating effects of

internal motivation and trust

n, Dra.2,
Halder Yandry Loor-Zambrano, Dr.1,*, Luna Santos-Rolda
3
Beatriz Palacios-Florencio, Dra.
1
Universidad Te
cnica de Manabí (UTM), Departamento de Administracio
n de Empresas, Facultad de Ciencias Administrativas y Econo

micas, Avenida Urbina,
130105, Portoviejo, Ecuador
2
Universidad de Co
rdoba (UCO), Departamento de Estadística, Econometría, Investigacio

n Operativa, Organizacio

n de Empresas y Economía Aplicada, Facultad de
Derecho y C.C.Econo
micas y Empresariales, Puerta Nueva s.n, 14071, Co
rdoba, Spain
3
Universidad Pablo de Olavide (UPO), Departamento de Organizacio
n de Empresas y Marketing, Facultad de Ciencias Empresariales, Carretera Utrera, Km.1,
41013, Sevilla, Spain

A R T I C L E I N F O A S B T R A C T

Article History: Purpose: the main objective of this article is to check whether the relationship between corporate social
Received 27 June 2020 responsibility activities and employee commitment is mediated by the existence of two other attitudinal var-
Revised 21 May 2021 iables of workers: intrinsic motivation and trust towards the organisation.
Accepted 16 December 2021
Design/methodology/approach: a survey of 318 Ecuadorian workers provides data that allows the application
Available online 4 January 2022
of structural equation modelling to verify the existence of such relationships.
Findings: the work shows a positive and significant relationship between CSR actions and the two attitudes of
Keywords:
the employees considered: trust and intrinsic motivation. Furthermore, the mediating character that both
corporate social responsibility
intrinsic motivation
variables play in the relationship between CSR and organisational commitment is confirmed. Ecuadorian
trust towards the company managers can infer from this study the positive effects that CSR practices have on various attitudes and
employee commitment behaviors of employees, such as their motivation at work, their confidence in the company and their commit-
formal organization ment to it.
Ecuador Research limitations/implications: the scant generalisation of its results to the Ecuadorian reality given that the
firms are located in a single zone of the country and belong to a specific activity.
JEL Classification Codes:
Practical implications: new determinant factors of the relations between the endogenous and exogenous vari-
J24
ables could be included.
M12
Social implications: the consideration of other variables which could condition the relations studies: sex, age,
M14
M52 etc.
M54 Originality/value: the work increases the already existing knowledge about the relationship between CSR and
different attitudes and behaviours of employees within formal work organisations.
© 2021 The Author(s). Published by Elsevier España, S.L.U. on behalf of AEDEM. This is an open access article
under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)

1. INTRODUCTION Friedman’s position is clear: firms must maximise profit for their
shareholders and this aim is their unique social responsibility. On the
Corporate Social Responsibility (CSR) has evolved in the complex other hand, Freeman adopts a more global approach and argues that
and modern business environment from being a link with activities an organisation must satisfy various stakeholder groups, including its
related to philanthropy to its consideration as an innovative manage- employees, the government and society, beyond the satisfaction of
ment paradigm in organisations which generates profits not only for the shareholders, seeking legitimacy and recognition in society. Cur-
the firm but also for society. rently, CSR represents a strategic value for companies, as it can bring
Prolonged discussions have been held over time about the role of internal and external benefits. Internal benefits through the develop-
CSR, seen predominantly from opposing approaches: that of Free- ment of new resources and capabilities, mainly associated with the
man, on the favourable side, and that of Friedman, in contrast. Milton knowledge and corporate culture transmitted to employees. And
external benefits related to the effects on the corporate reputation of
organisations, whose disclosure and accountability for the social con-
* Corresponding author.
E-mail addresses: [email protected] (H.Y. Loor-Zambrano), [email protected] sequences of their activities can improve relations with external

n), [email protected] (B. Palacios-Florencio).
(L. Santos-Rolda stakeholders, attract qualified human resources and increase the

https://doi.org/10.1016/j.iedeen.2021.100185
2444-8834/© 2021 The Author(s). Published by Elsevier España, S.L.U. on behalf of AEDEM. This is an open access article under the CC BY-NC-ND license
(http://creativecommons.org/licenses/by-nc-nd/4.0/)

n and B. Palacios-Florencio
H.Y. Loor-Zambrano, L. Santos-Rolda European research on management and business economics 28 (2022) 100185

motivation, morale, commitment and loyalty of current employees are set out. Finally, the main conclusions and the limitations of the
within and to the company, and attract considerable publicity. CSR work are put forward.
has therefore become a necessary priority for the leaders of organisa-
tions worldwide (Branco & Rodrigues, 2006; Porter & Kramer, 2006).
This means the day-to-day incorporation of social and political trends 2. PROPOSAL AND JUSTIFICATION OF THE MODEL
within organisations’ corporate strategy. Their implementation is
essential to achieve success in the face of the competition 2.1. CSR and internal motivation
(Reich, 2007) and can be understood as a strategic investment
(McWilliams, Siegel & Wright, 2006). The typical CSR initiatives in a firm significantly affect the behav-
According to Bakan (2004) and Werther & Chandler (2005), CSR is iour of the employees within it, they become a priority stakeholder in
a determining factor for the development of international business. the CSR field. This approach has been interpreted as the way in which
This is especially so when the global brands of multinational compa- the perception and response of workers to the CSR activities of their
nies are supported by competitive strategies in adopting CSR practi- organisation can yield positive results in the workplace (Rupp & Mal-
ces, in response to the changing expectations of stakeholders. These lory, 2015; Shen & Benson, 2016; Vlachos, Panagopoulos, Bachrach &
are a result of the complex social, economic, technological, cultural Morgeson, 2017).
and political changes occurring in the world. This adopting of CSR Although establishing the causes of human motivation is complex,
practices becomes a means for redefining profit maximisation in the hierarchy of needs investigated by Maslow was a first approach to
favour of all the companies’ stakeholders, generating commitment in determine it, integrating a broad perspective of motivation. It argued
the members of the organisation, building brand reputation and posi- that this has the following hierarchy: 1) physiological needs, 2) safety
tioning management to best optimise long-term shareholder returns. needs, 3) belonging and love needs, 4) esteem needs, 5) self-actuali-
Likewise, in the international context, based on work within institu- sation needs, and, lastly, 6) a wish to know and understand, that is to
tions such as the United Nations (UN), the International Labour Orga- say, cognitive impulses. As Fırat, Kılınç, & Yu € zer (2018) point out,
nisation (ILO) and, recently, the Organisation for Economic Co- motivation is the energy that drives a person towards a certain goal
operation and Development (OECD), the role of multinational compa- and, in the words of Ryan & Deci (2020), it is essentially based on
nies as part of the social fabric of nations has been highlighted, and three needs: autonomy, competence and relatedness.
they are considered key influencers in the adoption of business man- Employee motivation does not depend only on the need for a
agement models focused on aspects such as the globalisation of mar- financial stimulus (money), as non-financial stimuli are important
kets, increasing the educational level of workers and the population, too for workers. Authors such as Basil & Weber (2006) and Collier &
trade liberalisation, sustainable environmental development and Esteban (2007) point out the relevance of CSR activities to capitalise
ethics in governance. There has also been the effect of the multiplica- on many opportunities lost within the management of human
tion and dissemination of indices and rules whose primary objective, resources. From the point of view of the theory of self-determination,
as expressed by Valenzuela, Jara & Villegas (2015), is to establish the existence of two types of incentives which influence employee
standards that disseminate information about companies with motivation is noted: the external and the internal. Minbaeva’s (2008)
respect to their CSR practices. study remarks that external motivation keeps a person in the job,
According to what was stated by Sa
nchez & Puente (2017), at the whilst internal motivation is indispensable to incentivise a greater
level of international and European institutions “common elements performance.
have been established as general principles of CSR, such as: volunta- Intrinsic motivation is defined as “doing something because it is
rism, aggregated value, integration and efficiency, adaptability and enjoyable, optimally challenging, or aesthetically pleasing” (Ryan &
flexibility, credibility, globality, the social dimension and nature, Deci, 2000, p. 72). In this sense, the intrinsic motivation construct is
environmental aspects, and the involvement and participation of the related with facing challenges, enjoying the task entrusted and car-
stakeholders. . .where workers and their union organisations are ried out, feeling achievements, receiving positive appreciation and
formed apart from the global decisions of the firm and the actions recognition, being treated respectfully, getting feedback, and taking
that this carries out in all its parameters” (p. 67). CSR must have an part in decision making (Gheitani, Imani, Seyyedamiri & Foroudi,
integrated approach within organisations, with the participation and 2019; Mosley, Megginson & Pietri, 2005; Mullins, 2006; Greenberg &
consensus of the members of the organisation, for the purpose of col- Baron, 2008).
laborating in the generating of a competitive advantage for firms The first research on the relation between CSR activities and the
(Cohen, 2010). Manimegalai & Baral (2018) argue that if the CSR motivation of employees is the work of Skudiene & Auruskevi-
actions are correctly directed through the appropriate and available ciene (2012). In a sample of 274 Lithuanian employees, they find pos-
means, they can influence the positive attitudes of employees (an itive and significant relations between CSR and the employees’
organisation’s most valuable asset). intrinsic motivation. The following work, in a chronological order, is
Yu & Choi (2014) spotlight the scant interest that the studies cen- the study among 150 Pakistani employees done by Khan, Latif, Jalal,
tred on the effects of CSR practices have granted to employees as Anjum & Rizwan (2014), which relates diverse aspects of CSR and the
internal stakeholders. Nevertheless, it is worth pointing out in this employees’ global motivation. Its results are not unanimous: there
sense that there are works such as those of Pinnington, Macklin & are significant and positive relations along with others which are not
Campbell (2007) and Boddy, Ladyshewsky & Gavin (2010). significant, both positive and negative. Jie & Hasan (2016) note posi-
This article means to contribute a grain of sand to the state of the tive and significant relations between diverse dimensions of CSR
research about the effects of CSR on employees. To do so, the follow- (workplace, marketplace, environment and community) and intrinsic
ing aims are sought: to establish the degree of influence of CSR practi- motivation for the case of 37 Malayan employees. It is also argued
ces on workers’ internal motivation and trust; to determine the that CSR activities promote intrinsic (moral/ethical) motives in moti-
influence of these two variables on the commitment of employees; vated employees in the banking sector in Evans, He, Boadi, Bosom-
and, finally, test whether the influence of CSR on employee engage- pem & Avornyo (2020). Lastly, there is Hur, Moon & Ko’s (2018) study
ment is mediated by the other two variables, intrinsic motivation and among 250 South Korean workers. The results are the existence of a
organisational trust. positive and significant relation between the two variables consid-
To attain these goals, this article is organised as follows. Firstly, ered: CSR and internal motivation.
the proposed model and its hypotheses are presented, based on a lit- For this reason, the first hypothesis of our model is formulated in
erature review. Next, the methodology used and the results obtained the following terms.
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H.Y. Loor-Zambrano, L. Santos-Rolda European research on management and business economics 28 (2022) 100185

HYPOTHESIS 1(H1): CSR is positively correlated with the employ- are found in all the cases between the CSR dimensions, although not
ees’ internal motivation. significant in every case. Finally, Su & Swanson (2019) with a sample
of 441 employees from 8 hotels in China find a positive relationship
2.2. CSR and employee trust between CSR activities and employee confidence. Therefore, the fol-
lowing hypothesis to be formulated is:
Currently, employee trust in relation to CSR activities have HYPOTHESIS 2 (H2): CSR activities have a direct and positive rela-
attracted the focus of researchers. Authors such as (Yadav, Dash, tion with employee trust.
Chakraborty & Kumar, 2018), believe that when they feel that their
organisations are serving the benefits of all stakeholders, employees' 2.3. Internal motivation and commitment
perception of CSR makes them worthy and increase their confidence.
To maintain a relation of trust with its employees is fundamental for Some research has addressed the relationship between motiva-
organisations. However, due to their changing nature and multidi- tion and commitment within the field of organisational psychology
mensional structure in all the possible environments, it is compli- (Meyer, Becker & Vandenberghe, 2004). Other studies, such as those
cated to identify which causes determine that an organisation is by (Moynihan & Pandey, 2007), although they affirm their relevance
trustable for its employees. Trust begins in the top management of a within the work environment and make a distinction between moti-
firm and is transmitted downwards. If the management shares the vation and commitment, do not explore the causal relationships
good and bad news frequently and openly with its employees, they between the two concepts. While some papers do not consider both
improve communication and generate trust between managers and constructs as synonyms, they discuss them together in the context as
employees (Nasomboon, 2014; Tzafrir, 2005); "motivation and commitment", not establishing any significant dif-
Diverse authors (Geyskens, Steenkamp, Scheer & Kumar, 1996; ference between the two concepts (Bresnen & Marshall, 2000).
Coulter & Coulter, 2002) have analysed the trust construct from two Among the articles that address the relationship between motiva-
different approaches: as a component of behaviour and of the will- tion and commitment, some researchers highlight the positive influ-
ingness to trust a colleague, and as an emotional component associ- ence of motivation on organisational commitment and consider that
ated with a set of attributes, such as competence, honesty and the key to commitment is intrinsic motivation and the work itself
benevolence. Meanwhile, Ganesan (1994) understands that trust (Gagne
, Chemolli, Forest & Koestner, 2008; Chalofsky & Krishna, 2009
reflects the assurance of one party that the other party is fair, believ- Bang, Ross & Reio Jr., 2013; Purnama, Sunuharyo & Prasetya, 2016).
able and trustable. On the other hand, Casalo
, Flavia

n & Guina- Motivation is recognised as a body of effective forces in people
líu (2007) consider that trust is associated with qualities such as (Pinder, 1998). It is considered as the reason behind every action,
honesty, responsibility, benevolence and comprehension, while Mor- from the start, continuing an activity to the overall direction of a per-
gan & Hunt (1994) state that trust is the conviction that the other son's behaviour (Yasrebi, Wetherelt, Foster, Afzal, Ahangaran & Esfa-
party will act with a high level of integrity to achieve positive results, hanipour, 2014). Other authors consider it as one of the prerequisites
or at least will not work to unpredictably cause negative consequen- for extending engagement (De Baerdemaeker & Bruggeman, 2015).
ces. According to Schoorman, Mayer & Davis (2007), the notion of Intrinsic motivation, therefore, is an irrefutable factor that deter-
trust has distinct dimensions and can be used at various levels of mines employees' preventive efforts in their workplaces (Ganjali &
analysis: interpersonal, intergroup and interorganisational. Rezaee, 2016). In general, internal motivation is the tendency of
We can define the term trust as the willingness "of a party to be employees to perform their job in a better way to achieve inner satis-
vulnerable to the actions of another party" (Mayer et al., 1991) and faction, as a motivated employee is considered a key factor for the
the desire, under a situation of risk, to trust another person, institu- success of any company.
tion, group, etc. In other words, trust is made up of two basic compo- As a result, organisational commitment is also conceived as a
nents: reliance/dependency and risk/vulnerability (Yue, Men & powerful motivational source (Meyer et al., 2004). Organisational
Ferguson, 2019). commitment is considered a nexus or connection of the individual
As to the relation between CSR actions and employee commit- with the organisation and can be defined as the level of involvement
ment, the research consulted by the authors of this article indicate, of subordinates with their organisation and its corporate values
generally speaking, a positive and significant relation. Nonetheless, (Mathieu & Zajac, 1990). Committed workers are aware of their
the results do not absolutely coincide. responsibility in the fulfilling of functional objectives, perform a role
Farooq et al. (2014) obtain partly contradictory results in a study with high levels of excellence and positively influence their col-
among 378 South Asian employees, although in their case they take leagues for the achievement of organisational goals (Harter, Schmidt
into consideration 4 dimensions of CSR (towards the community, & Hayes, 2002).
towards the environment, towards consumers and towards employ- Kahn’s (1990) work offers the first conceptualisation of commit-
ees): all the relations are positive, but that between environmental ment at work: "the members of the organisation’s use of their work
CSR and trust is not significant. The work of Yu & Choi (2014) con- functions". For Maslach & Leiter (1997), the building of commitment
firms the positive and significant relation between the two variables is the opposite of burn out (someone who does not experience burn
pointed out for a sample of 168 Chinese workers. A research among out at work must participate in their work). Robbins & Judge (2015)
210 employees of Hindu firms (Yadav & Singh, 2016) also achieves describe commitment as the condition in which an individual favours
favourable and significant results in the relation between the percep- an organisation and aims to maintain membership in it. On the other
tion of CSR and employee trust. The findings of hand, Macey, Schneider, Barbera & Young (2009) and Mone & Lon-
Gaudencio et al.’s (2017) study shows that perceptions of CSR predict don (2010) coincide in indicating that employee commitment is one
the attitudes and behaviours of the employees directly through the of the determinants of high levels of individual performance. For
mediator role of trust in the organisation. Ghosh (2018), according to Suresh (2012), commitment has to be understood as an association
an analysis of online questionnaires completed by 536 Indian between employees and an organisation, reflected in employees’
employees, indicates that the employees feel deeply identified with decisions to stay in or leave their job, which can affect a person's
their organisation when they have a positive appreciation of the attachment and identification with the organisation he or she serves
firm’s CSR initiatives. This is through the development of organisa- (Karami, Farokhzadian & Foroughameri, 2017). An employee with
tional trust based on the attachment and favourable perception of high levels of commitment towards the organisation is able to add
the workers within the organisation. The work of Manimegalai & productivity and competitive advantage to a company (Saraih, Aris,
Baral (2018), with a sample of 284 Indian workers, positive relations Karim, Samah, Sa'aban & Abdul Mutalib (2017). Likewise,
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organisational commitment comprises the connection, a person’s expectations of the other party under vulnerable conditions
involvement with corporate values, employee identification with the (Sanzo et al. 2003), 2003). For leaders the generation of trust is indis-
organisation and maintaining a positive commitment to the com- pensable, as it strengthens the commitment and loyalty of their
pany. This generates higher performance (Risla & Ithrees, 2018; employees (Anantatmula, 2010). Other authors determine that trust
Suharnomo & Fathyah, 2019). gives rise to a relationship of social exchange of reciprocity between
Mathieu & Zajac (1990) indicate that various approaches exist the employee and the organisation, in which the worker feels affec-
about organisational commitment. Attitudinal commitment has been tion and good intentions towards the company, generating greater
defined as the relative strength of the identification and involvement identification with the company and the desire to continue being
of individuals with a specific organisation (Vandenberg & part of it. (Xiong, Lin, Li & Wang, 2016). The emergence of trust is
Lance, 1992). On the other hand, calculated commitment can be based on "some kind of behavioural manifestation" from their inter-
defined as "a structural phenomenon which occurs as a result of indi- actions with their supervisors or leaders (Dietz, 2011, p. 215). While
vidual-organisational transactions and alterations in side-bets or Bu€ k, Atakan-Duman & Paşamehmetog lu (2017) found that subordi-
investments over time" (Hrebiniak & Alutto, 1972, p. 556). Other nate trust is based on the leader's leadership and behaviour, other
authors (Choong, Lau & Wong, 2011) have underscored the existence authors concluded that when employees feel trust, they work hard,
of 3 components of commitment: affective, normative and continu- always concur and go above and beyond the call of duty and perceive
ance. This work, however, uses the concept of organisational commit- themselves satisfied with their work (Setyaningrum, Setiawan, Sur-
ment in a broad sense, although it takes into account the works achman & Dodi, 2020). Employee trust therefore enhances harmoni-
which have related internal motivation and employee commitment ous relations between managers and employees, contributing to the
in any of their acceptations and components. joint achievement of organisational goals.
This section analyses the results found in the literature about the Regarding organisational commitment, some previous research-
relation between the employees’ internal motivation and their com- ers found that this construct was a one-sided concept; however,
mitment to their organisation. In the 20th. century we have located Meyer & Allen (1991) introduced the multidimensional nature of
two investigations which have related internal motivation and com- the variable organisational commitment (Masud & Daud, 2019).
mitment. The first is Mathieu & Zajac’s (1990) meta-analysis concern- Commitment is also considered as the dependence and belonging-
ing the antecedents, consequences and correlations of organisational ness of an employee on and regarding the organisation
commitment. These authors point out that the relation between (Zarei, Sayyed & Akhavan, 2012). In another research work, organi-
intrinsic motivation and commitment is positive and significant. The sational commitment is defined as an employee's loyalty to the
meta-analytical work of Eby, Freeman, Rush & Lance (1999) positively organisation's goals and recognition and acceptance of its corporate
and significantly relates intrinsic motivation with employees’ affec- values (Yeh, 2014). Other authors state that organisational commit-
tive commitment. ment is the force that identifies and engages an employee in an
In this century we have identified 13 articles: Karatepe & Tekin- organisation (Top, Akdere & Tarcan, 2015). A recent study found
kus (2006), Gagne
, Chemolli, Forest & Koestner (2008), García- that organisational commitment is the involvement, identification
Ma
s et al. (2010), Choong et al. (2011), Galletta, Portoghese & Battis- and loyalty of an employee with and towards a particular company,
telli (2011), Hayati & Caniago (2012), Yousaf, Yang & Sanders (2015), represented by the feelings, emotions and obligations of the indi-
Kumar, Mehra, Inder & Sharma (2016), Al-Madi, Assal, Shrafat & vidual concerning the companies he or she serves (Rehman, Hafeez,
Zeglat. (2017), Kalhoro, Jhatial & Khokhar (2017), Kuvaas, Buch, Wei- Aslam, Maitlo & Syed, 2020).
bel, Dysvik & Nerstad (2017), Potipiroon & Ford (2017), and The authors of this paper have identified 8 research works analy-
Gheitani, Imani, Seyyedamiri & Foroudi (2019). Almost all these stud- sing the relationship between employee trust and organisational
ies, with the exception of three (Hayati y Caniago, 2012; Kumar et al., commitment. All of them have been published from 2000 onwards.
2016; Kuvaas et al., 2017), find positive and significant relations Perry (2004) finds that the relation between employee trust in
between the variables considered. In the case of the research of Hay- supervision and affective commitment is inverse, though not signifi-
ati & Caniago (2012), the relation is negative and not significant; in cant. On the other hand, Yilmaz (2008), in a sample of 120 Turkish
the study of Kumar et al. (2016) it is positive and not significant. teachers, indicates that there is a positive and significant relation
While in the work of Kuvaas et al. (2017), where motivation and the between trust and global commitment.
three types of commitment are related, significant positive and nega- Cho & Park’s (2011) work, with almost 20,000 North American
tive relationships are found. workers, notes positive and significant relations between 3 aspects of
Having presented the criteria concerning the previously men- trust (towards management, towards supervision and towards col-
tioned constructs, the third hypothesis formulated is: leagues) and the employees’ global commitment. In an investigation
HYPOTHESIS 3 (H3): Internal motivation is positively related with in Turkey (315 teachers), Celep & Yilmazturk (2012) show a signifi-
employee commitment. cant and positive relation between the two variables considered.
Also in Turkey, Top, Tarcan, Tekingu € ndu
€ z & Hikmet (2013) analyse
2.4. Employee trust and commitment the relation between employee trust and commitment, and reach the
same conclusion: a direct and significant correlation. In the work of
Some authors argue that trust and people's commitment to the Farooq et al. (2014) already commented on, the relation between
organisation is the most relevant component that top management organisational trust and affective commitment is analysed and the
should consider as an appropriate human resource practice (Cabrera results indicate that it is significantly positive.
& Cabrera, 2005; Thompson & Heron, 2005). Other research considers Fard & Karimi’s (2015) study among 180 Iranian employees also
that trust increases organisational commitment and studies support- offers favourable results (positive and significant) in the relation
ing this relationship are not new (Aryee et al., 2002; Mukherjee & between trust and the employees’ global commitment.
Battacharya, 2013). Likewise, according to (Klimchak, Ward & MacK- Vanhala, Heilmann & Salminen (2016) in their work with 3 different
enzie, 2020), employees with greater trust in their organisations are Finnish samples present contradictory findings on the relationships
more likely than others to be affectively committed to their organisa- between trust and commitment. On the one hand, in relation to trust
tions. towards co-workers there are non-significant positive and negative
It is important to address certain important definitions of both relationships. On the other hand, in relation to trust towards manag-
constructs, starting with the argument that defines trust as the credi- ers there are positive but non-significant relationships. Finally, trust
bility that one party will perform an action according to the towards the organisation is positive and significant.
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Two studies appeared in 2017. The results of Gaudencio et al.'s Table 1

(2017) and Jiang, Gollan & Brooks (2017) investigations lead to what Respondent characteristics

has already been pointed out in the previous paragraphs: a positive Absolute frequency Percentage
and significant relation between trust and affective commitment.
(a) Sex
The meta-analysis of the relationship between the two variables
Male 253 79.6
by Akar (2018) points to the existence of a positive and significant Female 47 14.8
relationship, albeit of moderate relevance. On the other hand, a posi- Lost 18 5.7
tive and significant relationship is also identified in the following (b) Job
Manager 4 1.3
studies: Aybar & Marşap (2018), Gholami, Saki Hossein Pour (2019),
Middle Level Manager 24 7.5
Liggans, Attoh, Gong, Chase, Russell & Clark (2019), Akgerman & Operational staff 90 28.3
So€ nmez (2020), Nguyen, Pham, Le & Bui (2020), Gill, Ansari & Sales staff 151 47.5
Tufail (2021), and Landrum III (2021). Service assistant 20 6.3
Due to what has been described, the fourth hypothesis formulated Lost 29 9.1
(c) Age
is:
65 years old and more 40 12.6
HYPOTHESIS 4 (H4): Employee trust is positively related with Between 50 − 64 years old 83 26.1
commitment towards the firm. Between 40 − 49 years old 125 39.3
The relations gathered in the four hypotheses proposed are pre- Between 30 − 39 years old 49 15.4
sented graphically in Figure 1, which shows the causal model pro- Between 24 - 29 years old 11 3.5
Between 18 - 23 years old 1 .3
posed. Lost 9 2.8
(d) Marital status
Married 129 40.6
3. METHOD
Single 95 29.9
Divorced 40 12.6
3.1. Participants Common-law relationship 46 14.5
Widow(er) 3 .9
To achieve the goals of this research an empirical study was done Lost 5 1.6
(e) Educational level
centred on small- and medium-sized enterprises (SMEs) of massive Basic education (10 years old) 13 4.1
consumption distributors in Manabí. This was due to their growing Secondary school (13 years old) 179 56.3
importance for the socio-economic development of the province, Higher studies (degree level: 6 years) 120 37.7
being represented in this investigation by those SMEs dedicated to Postgraduate higher studies level (speci- 2 .6
ality: Master’s: up to 2 years)
the distribution of foods, toiletries, cleaning products, drinks, milk
Lost 4 1.3
products, among other massive consumption products in the city of (f) Labour seniority
Portoviejo (capital of Manabí - Ecuador). The city’s last Economic Less than 1 year 116 36.5
Census, carried out by the National Institute of Statistics and Censuses 1 to 3 years 100 31.4
(INEC), determined that almost 95% of its firms belonged to this INEC 2 to 5 years 38 11.9
More than 5 years 52 16.4
business typology (2010).
Lost 12 3.8
This segment of firms is included within the 54% of firms at the (g) Salary
national level which belong to the INEC wholesale and retail trade Less than 400 $ USD 101 31.8
sector (2010). This means that a little over half of the firms in Ecuador 400-800 $ USD 159 50.0
800-1200 $ USD 43 13.5
deal in trade, as is highlighted by the Directorate of Firms and Estab-
1200-1600 $ USD 7 2.2
lishments (2014). Manabí concentrates 37% of the firms in this com- 1600 $ USD and over 8 2.5
mercial field, mainly in the trade sector, as is shown by the
Observatory of SMEs of the Universidad Andina Simo
n Bolívar
(2014). They are drivers of sustainable development for this province
of Ecuador. the sector. A total of 510 surveys were distributed to the target enter-
For the data collection, the questionnaires were distributed prises. For various reasons only a total of 318 valid questionnaires
among the employees (managers and workers) of different firms of were received.

Figure 1. Causal model proposed

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The data of Table 1 show that 79.6% of the respondents are men The use of a single questionnaire with a self-reporting format to
and only 14.8 are women; 5.7% do not indicate their sex. The majority obtain the data of the latent variables made it necessary to check the
of the respondents have “position 4” jobs, followed by members of existence or not of common variance between them. In line with
group 3. As to age, the majority are spread over the groups corre- Podsakoff, MacKenzie, Lee & Podsakoff (2003) and Huber &
sponding to positions 2 and 3. The respondents are mainly married Power (1985), we have followed the procedural steps relative to the
(40.6%), with an educational level “2” (56.3%), have been in the firm design of questionnaires. We separate the different measurements
less than 3 years (67.9%) and have a salary below 800 US $ (81.8%). and we guarantee the anonymity of the respondents. The presence of
common influence in the answers was measured with Har-
3.2. Measurements man’s (1967) test. The 74 elements of the questionnaire considered
have been grouped into a total of 10 factors, and the largest of them
All the scales used to measure the model’s variables, both depen- explains 48% of the variance. We can, therefore, in accordance with
dent and independent, have been 5-option Likert-type, where 1 Podsakoff & Organ (1986), indicate the absence of a common factor of
means “totally disagree” and 5 “totally agree”. influence among these items.
In the field of Spanish-language research on corporate social The perspective of the latent model (MacKenzie, Podsakoff & Jar-
responsibility (CSR), we have identified three proposals (Agudo- vis, 2005; Real, Leal & Rolda
n, 2006) was used when analysing the
Valiente, Garce
s-Ayerbe & Salvador-Figueras, 2012; Pe
rez, Martínez relations between the distinct constructs of the model and its indica-
& Rodríguez del Bosque, 2012; Gallardo, S
anchez & Castilla, 2015) tors. In the case of the second-order constructs, it was opted for the
with appropriate levels of reliability and validity, which have allowed two-step approach (Calvo-Mora, Leal & Rolda
n, 2005). This consists
us to select most of the 53 items in the questionnaire. Despite this, of obtaining the scores of the latent variables via the use of the PLS
we have had to add some items from other works. In the economic algorithm to optimally combine and ponder each dimension’s indica-
dimension, we have incorporated proposals from Turker (2009) and tors. In this way, the first-order dimensions (factors) become the
Lu, Lee & Cheng (2012). In the social and environmental dimensions, indicators of the second-order factors.
we have added components obtained from the works of Mon-
tiel (2008), Martínez-Carrasco, Lo
pez & Marín (2013) and 4. RESULTS
Palacios, Castellanos & Rosa (2016). The original scale consists of 53
items: 18 in the economic dimension, 23 in the social dimension and As in any structural equation analysis we have proceeded to eval-
12 in the environmental dimension. uate both the measurement model and the structural model.
The scale on intrinsic motivation consists of seven questions. The
first five are an adaptation to Spanish of the items included in the 4.1. Measurement model
instrument designed by Skudiene & Auruskeviciene (2012). The sixth
("I believe that working in this company helps me to improve my Table 2 gathers the data necessary to begin with the validation of
life") comes from the work of Judge & Watanabe (1993) and the measurement model: to determine the reliability of the individ-
Barakat et al. (2016). The last one ("I feel happy when I am working ual items. We have measured all the latent variables (constructs) in
intensively") has been obtained from the contributions of mode A (reflective). It is observed that the factorial loadings of all the
Schaufeli, Bakker & Salanova (2006), Ferreira & Real de Oliveira (2014) items, as well as the CSR dimensions, obtain values above the mini-
and, finally, Polo-Vargas, Ferna
ndez-Ríos, Bargsted, Ferguson & Rojas- mum criterion of 0.707 (Carmines & Zeller, 1979). Of the 74 items of
Santiago (2017). the original questionnaire 8 have been eliminated in the economic
Eleven items have been used in our survey to measure organisa- dimension of CSR and 2 others in the social dimension.
tional commitment, decomposed into the 3 dimensions proposed by To measure the reliability of the constructs, the composite reli-
Allen & Meyer (1990). The first 6 items have been adapted from the ability indices have been calculated (rc) (Werts, Linn & Jo €reskog,
proposals of Juaneda & Gonz
alez (2007) and Martínez- 1974). In all the cases, we observe a compliance with the minimum
Carrasco, Lo
pez & Marín (2013). The aspects relating to pride and requirement: a composite reliability above 0.7 (Nunnally, 1978). As
sense of belonging to the company are adapted from the contribu- to the convergent validity, all the latent variables surpass the mini-
tions of Mowday et al. (1979) and Dutton & Dukerich (1991). The last mum level of 0.5 (Fornell & Larcker, 1981) in the AVE as Table 2 illus-
four components of this scale have been adapted and transferred trates.
from the items included in the following scientific articles: Meyer & The analysis of the discriminant validity of the diverse constructs
Allen (1991), Hartline & Ferrell (1996), Schaufeli et al. (2006), Ferreira (latent variables) has been done based on two criteria: that of For-
& Real de Oliveira (2014), Ruizalba, Vallespín & Gonza
lez (2014) and nell-Larcker and the Heterotrait−Monotrait (HTMT) ratio. The data
Polo-Vargas et al. (2017). are gathered in Tables 3 and 4. The Fornell-Larcker criterion is strictly
In relation to the scale of employee trust towards the organisa- met in all the cases. As to the HTMT ratio, the data fulfil the less strict
tion, 3 propositions have been included, adapted and transferred to criterion, as all the values are under 0.9. Taking the data together, we
Spanish from the instrument designed by Togna (2014). consider that there is discriminant validity between the constructs.
After the valuation of the measurement model and having fulfilled
3.3. Data analysis all the requirements, we can value the structural model.

We have analysed the research model with the Partial Least 4.2. Structural model
Squares (PLS) technique. This is an analysis technique of variance-
based structural equations models. There are various reasons for In the case of the structural model, we have analysed: the sign,
choosing this technique: (1) the use of first- and second-order con- size and significance of the path coefficients, the R2 values and the Q2
structs, which means that the model is quite complex; and (2) the test. In accordance with Hair Hult, Ringle & Sarstedt (2017), we have
need to calculate the scores of the second- order latent variables used the bootstrapping technique with 5,000 replications to deter-
(Rold
an & Sa
nchez-Franco, 2012; Rolda
n, Sa

nchez-Franco & Real, mine the t statistics and the confidence intervals and with this the
2017). The measurement model used in this work is composite and significance of the relations (see Figure 2). Table 5 offers the direct
reflective (Mode A). This makes the use of traditional PLS viable effects (path coefficients), the value of the t statistics and the corre-
(Sarstedt, Hair, Ringle, Thiele, & Gudergan, 2016). We have employed sponding confidence intervals, along with the R2 and Q2 values. All
the PLS SmartPLS 3.2.4 software (Ringle, Wende & Becker, 2015). the direct effects are significant and positive and, consequently, all
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Table 2
Individual reliability, composite reliability and average variance extracted for the first-order factors and second-order factors and dimensions

Construct/dimensionand indicator Loading Cronbach alpha Compositereliability AVE

CORPORATE SOCIAL RESPONSIBILITY (CSR) 0.813 0.888 0.726
ECONOMIC DIMENSION 0.835 0.914 0.928 0.565

The products and/or services comply with national and international standards. 0.743
The guarantee of the products and/or services is higher than the market average. 0.726
The customers’ interests are incorporated into the business decisions. 0.734
The respect for the consumers’ rights is a priority of the management. 0.822
The firm is recognised in the market because one can trust its actions. 0.757
The firm makes an effort to enhance stable relations of collaboration and mutual benefit with its suppliers. 0.804
The firm is aware of the importance of incorporating responsible purchases (that is to say, they prefer and select 0.726
responsible suppliers).
Attention is paid to how the suppliers manage ethical performance with their commercial partners. 0.724
There exists a fair system of exchange with suppliers and customers.. 0.723
The firm’s economic management is worthy of public, regional and national support. 0.748
SOCIAL DIMENSION 0.868 0.966 0.969 0.597
The firm is concerned about improving its employees’ quality of life. 0.761
There is a clear commitment with the creation of employment (acceptation of interns and trainees, creation of 0.786
new jobs).
The return on capital (the shareholders’ profits) and the employees’ salaries are above the sector’s average. 0.790
There exist policies of labour flexibility which enable reconciling work life with personal life. 0.719
The employees’ remuneration (salaries) is related with their competences and yields. 0.796
The firm carries out salary reviews based on the degree of professional development 0.754
The firm takes care of its employees’ personal and professional life. 0.817
The firm invests in order for the work to be a place of personal and professional development, having improved 0.816
the staff’s satisfaction.
There are levels of labour health and safety beyond the legal minimums. 0.721
The employees’ professional development and continuous training is fostered in the firm. 0.831
The employees’ proposals are considered in the firm’s executive management decisions. 0.804
The firm’s aim is to give its employees labour stability. 0.745
There exists equality of opportunities for all the employees, avoiding discriminations based on sex, age, friendly 0.745
or family relationships, or other motives.
The firm supports education and cultural activities in the communities where it operates. 0.792
The firm applies equality criteria in topics of remuneration and the development of professional careers and, in 0.800
this sense, there are not favourable treatments for staff who are next of kin or relatives.
The firm helps to improve the quality of life in the communities where it operates. 0.765
The firm’s decisions incorporate the interests of the communities where it operates. 0.781
Social and economic development is stimulated, fostering the wellbeing of society. 0.812
The firm takes part in social projects aimed at the community. 0.739
The employees are encouraged to participate in volunteer activities (community service) or in collaboration 0.717
with NGOs.
The mechanisms of dialogue with the employees are dynamic. 0.718
ENVIRONMENTAL DIMENSION 0.853 0.949 0.956 0.643
The use of natural resources is reduced to the minimum. 0.757
Raw materials, work in progress and/or transformed with the minimum environmental impact are used. 0.758
Investments are planned to reduce their environmental impact. 0.831
Recyclable containers and packaging are used. 0.810
Energy saving is considered to achieve greater efficiency levels. 0.822
Introducing alternative energy sources is positively valued. 0.806
Materials and waste are recycled. 0.774
Ecological services and products are designed. 0.813
The firm takes part in activities related with the protection and improvement of the environment. 0.816
Measures are taken to reduce the emissions of gases and waste. 0.823
The firm is concerned about environmental training. 0.842
Responsible consumption is fostered (information about the efficient use of products, waste, among others). 0.763
INNER MOTIVATION (INMOT) 0.917 0.934 0.668
I want my work to offer me opportunities to develop my career 0.725
I feel more comfortable when I’m involved in the decision-making process. 0.818
I don’t mind what the result of a project is, I’m satisfied if my firm provides truthful information to society 0.826
In a good psychological atmosphere, I like doing my work 0.843
The more difficult the problem is, the more I enjoy trying to solve it 0.832
I believe working in this firm helps me to improve my life. 0.851
I feel happy when I’m working intensely. 0.819
EMPLOYEE TRUST (ETRUST) 0.877 0.924 0.802
I trust the company. 0.873
The company takes the employees’ opinions into consideration. 0.904
I trust the decisions that the management makes. 0.910
COMMITMENT (COMM) 0.963 0.968 0.736
Normally I do more than what is expected to help the organisation to achieve its aims. 0.707
I would accept almost any post to continue collaborating with this organisation. 0.770
I find that my values and the values of the organisation are very similar. 0.853
I’m proud to say I’m part of this organisation. 0.900
This organisation really inspires the best of me when developing my activity. 0.891
I’m very happy to have chosen this organisation to work in and not another. 0.905
For me this is the best of all the possible organisations in which to work. 0.905
I would feel a bit guilty if I had to leave the firm now. 0.850

(continued)

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Table 2 (Continued)

Construct/dimensionand indicator Loading Cronbach alpha Compositereliability AVE

CORPORATE SOCIAL RESPONSIBILITY (CSR) 0.813 0.888 0.726
ECONOMIC DIMENSION 0.835 0.914 0.928 0.565

When I get up in the morning, I feel like going to work. 0.874

My job inspires me. 0.901
In my job I feel full of energy. 0.855

Table 3 Notwithstanding, the effect through internal motivation seems

Averages, typical deviations and construct correlations slightly greater than through trust.
Constructs Mean s. d. 1 2 3 4

59.27 954.050 0.852

5. DISCUSSION/CONCLUSIONS
1. CSR
36.31 912.931 0.610 0.817 This article about the relation between CSR activities, intrinsic
2. INMOT motivation, employee trust and commitment with the organisation
37.67 942.959 0.659 0.603 0.896
offers a new perspective concerning the effects of firms’ CSR practi-
3. ETRUST
-3.10 906.003 0.680 0.815 0.745 0.858 ces. The authors have not found any similar article on these relations.
4. COMM The current investigations have only dealt with one of the branches
Diagonal elements (bold figures) are the square root of the variance shared of the relation: on the one hand, CSR, motivation and commitment
between the constructs and their measures. Off-diagonal elements are the (Khan et al., 2014), and, on the other hand, CSR, employee trust and
correlations between constructs. For discriminant validity, the diagonal ele- commitment (Farooq et al., 2014; Gaudencio et al., 2017).
ments should be larger than off-diagonal ones. The results of this research are similar to those attained by
Kahn et al. (2014) as to the relation between CSR, motivation and
Table 4 commitment, with the exception that the authors indicated do not
Discriminant validity (HTMT ratio) analyse the mediation and only take into account the direct relations.
COMM CSR INMOT
Their results show that there are positive and significant relation-
ships between external CSR (local communities and business part-
0.760 ners) and employee motivation, and there is also a significant and
CSR
0.865 0.703
positive relationship between employee motivation and organisa-
INMOT tional commitment, although their research found an insignificant
0.804 0.772 0.664 relationship between internal CSR, external CSR (customers) and
ETRUST employee motivation. In the other branch of our model, our findings
coincide with those of the works indicated (Farooq et al., 2014;
Gaudencio et al., 2017), both in the direct relations between variables
the hypotheses of the model proposed are supported by the data. The and the indirect or mediated relations: employee trust is a variable
R2 values show an appropriate predictive level for all their variables: which mediates the relation between CSR and commitment to the
trust, internal motivation and commitment. The Q2 values also spot- firm.
light the predictive relevance of the model as all are above 0. Yet, this investigation offers new findings about the relation
Table 6 shows the values of the indirect effects of the CSR variable between the variables considered: the mediator effect between CSR
on the endogenous variable commitment. The results indicate that and commitment is greater in the case of internal motivation. So,
the total effect is significant and positive and that all the indirect although both mediator variables (trust and intrinsic motivation)
paths significantly contribute to it. That is to say, that the firm’s CSR connect CSR practices and employee commitment, firms must bear in
actions produce effects on employee commitment, both through the mind that actions on intrinsic motivation cause the most relevant
internal motivation of the employees and the confidence generated. changes.

Figure 2. Results of the structure model

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Table 5
Direct effects on endogenous variables

Effects onendogenous variables Direct effects t Value (bootstrap) Percentile 95% confidence interval Correlations Explained variance

Inner motivation
(R2 = 0.372 / Q2 = 0.229)
H1: CSR 0.610*** 10.934 [0.514; 0.697] Sig 0.610 37.21%
Employee trust
(R2 = 0.434 / Q2 = 0.327)
H2: CSR 0.659*** 17.120 [0.593; 0.719] Sig 0.659 43.43%
Commitment
(R2 = 0.766 / Q2 = 0.520)
0.575*** 11.302 [0.488; 0.654] Sig 0.815 46.86%
H3: Inner motivation
0.399*** 7.974 [0.317; 0.482] Sig 0.745 29.73%
H4: Employee trust
*** p<0.001,
**
p<0.01,
*p<0.05, ns: not significant.
t (0.05; 4999) = 1.645; t (0.01; 4999) = 2.327; t (0.001; 4999) = 3.092. One-tailed test.

Table 6 Branco, M. C., & Rodrigues, L. L. (2006). Corporate Social Responsibility and Resource-
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Bresnen, M., & Marshall, N. (2000). Motivation, commitment and the use of incentives
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Point estimate Percentile BC 598.
€ k, T. B., Atakan-Duman, Ş., & Paşamehmetog
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Individual indirect effects Communication of Identity Themes. International Business and Accounting Research
CSR -> INMOT -> COMM 0.351*** 0.279 0.418 0.283 0.421 Journal, 1(2), 55–70.
CSR -> ETRUST -> COMM 0.263*** 0.205 0.326 0.202 0.324 Cabrera, E. F., & Cabrera, A. (2005). Fostering knowledge sharing through people man-
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Calvo-Mora, A., Leal, A., & Rold
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Casalo
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