This study investigates how perceptions of corporate social responsibility (CSR) moderate the relationship between organizational commitment and key employee outcomes – motivation, engagement, and job satisfaction. Using quantitative correlational design, validated instruments (Meyer and Allen’s three-component model of organizational commitment, the Work Extrinsic and Intrinsic Motivation Scale, the Utrecht Work Engagement Scale, and the Minnesota Satisfaction Questionnaire) were administered via structured surveys across multiple organizations. The survey was conducted in the United States in 2024 with a sample of 271 employees (N = 271). Pearson correlations and moderation tests assessed the strength and direction of these relationships across employee subgroups. Results show that stronger CSR perceptions significantly amplify the positive effects of organizational commitment on motivation, engagement, and job satisfaction, while weaker CSR perceptions attenuate these links. The findings address a gap in the literature by isolating employees’ CSR perceptions as a boundary condition and provide evidence-based guidance for leaders seeking to align CSR strategy with HR initiatives. Practically, credible CSR initiatives can magnify the returns of commitment programs, improving employee well-being, engagement, and sustainable organizational performance.
Evans et al. (Sat,) studied this question.