The CSR, Satisfaction, and Commitment Triad: Its Strategic Effect on Perceived Performance

Abstract

This study analyses how perceived corporate social responsibility (CSR) influences employees' perceived performance, considering the role of job satisfaction and organisational commitment as intermediary variables in this relationship. The research is justified by the growing need to understand how responsible organisational practices can translate into tangible benefits in workplace settings, particularly in emerging economies. A quantitative, non-experimental, and cross-sectional approach was adopted, using a structured survey administered to 206 Mexican employees. The results, obtained through structural equation modelling using the partial least squares method (PLS-SEM), reveal that perceived CSR has a positive effect on both job satisfaction and perceived performance, while job satisfaction directly influences organisational commitment. Furthermore, both job satisfaction and organisational commitment were found to act as mechanisms through which perceived CSR affects perceived performance. The study is grounded in social exchange theory and social identity theory, contributing to the understanding of the psychological processes that link responsible practices to work-related outcomes. It concludes with practical recommendations aimed at strengthening business sustainability through strategies that prioritise employee wellbeing and commitment.