The Relationship Between Corporate Social Responsibility and Employee Engagement and Its Linkage to Organizational Performance: A Conceptual Model.

Corporate Social Responsibility (CSR) is very complex in nature due to its dynamic behavior and association with society and stakeholders. It is one of the most researched phenomena, but most of the studies have been carried out in the context of its linkage to financial performance, consumer behavior and marketing strategy neglecting the human resource management perspective. Only a few studies have considered employee emotions and feelings towards CSR. This paper explores the dimensions of CSR practices and its nexus with employee engagement and organizational performance. The study focuses on CSR as a significant contributing factor among the antecedents of employee engagement that has emerged as sustainable business strategy. A comprehensive literature review has been conducted to examine the impact of CSR on engagement and performance. The study found two dimensions of CSR practices-- internal CSR and external CSR--in which the internal CSR dimension has more influence in engaging employees as compared to external CSR dimension. It is also revealed that engagement is found to be a multifaceted strategy for organizational performance. Finally, the paper confirms the positive relationship between CSR practices and engagement, CSR and organizational performance and employee engagement and organizational performance. The study significantly contributes to the understanding of CSR strategy from an academic point of view that initiates newer avenues of CSR dimensions in shaping employees' attitude and behavior. [ABSTRACT FROM AUTHOR]