Page 125 - Azerbaijan State University of Economics

THE JOURNAL OF ECONOMIC SCIENCES: THEORY AND PRACTICE, V.81, # 2, 2024, pp. 117-142

Studies conducted in sectors other than the FBI showed a positive relationship
between CSR perception and OCB. For example, a study conducted on higher
education create that employees’ perception of CSR to have a helpful effect on OCB
through changing their conduct and attitudes towards the organization (Rupp,
Abatzoglou, et al., 2013). Similarly, studies conducted on consultancy firms,
innovation and technology organizations, airlines, and health clinics, and financial
firms indicted that staffs who perceive that their organization is socially responsible
are more likely to establish and involve in OCB (Lee et al., 2013; Story & Neves,
2015; Zhang et al., 2014). Despite the increasing research on how CSR affects
workers' attitudes and behaviors (Mueller et al., 2012), literatures are scarce regarding
the effects of employees CSR perception on OCB in the context of FBI. SLT and
Stakeholders Theory, together, help explain why employees’ positive perception of
CSR leads to higher levels of OCB, as they feel inspired to contribute beyond their
formal duties. Based on the description above, it is hypothesized that:
H2: Employee Perception of CSR has a significant relationship with OCB

Responsible Leadership and OCB
A study conducted on the service sector found OCB to be directly impacted by
responsible leadership (Zhao & Zhou, 2019). When a leader interacts with
subordinates and shows them attention, colleagues are strongly motivated to exercise
discretion. According to Han et al. (2019), their interaction was the basis for the
influence that transpired. Responsible leadership naturally aligns with the principles
of Stakeholder Theory as both emphasize the importance of looking beyond the
narrow interests of shareholders and considering the broader impacts of business
decisions (Freeman, 1984; Maak & Pless, 2006). Responsible leaders are model
ethical behavior, motivating staff to go beyond their official duties and engage in
actions that benefit the company. The responsible leader also fosters trust and
commitment among employees, which enhances their willingness to engage in OCB.
(Podsakoff et al., 2014; Voegtlin, 2011; Waldman & Galvin, 2008).

Responsible leaders, through their ethical behavior, model actions that employees and
other stakeholders are likely to adopt, fostering a culture that benefits the entire
stakeholder community. On the other hand, when employees perceive that their
organization is committed to meeting the needs of multiple stakeholders through CSR,
it fosters a sense of inclusiveness, fairness, and belonging. This positive perception
can further enhance (Kim et al., 2017; Rupp et al., 2013)
H3: Responsible leadership has a significant relationship with OCB

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