Corporate Social Responsibility and Employee Performance in China's Manufacturing Sector: Exploring the Roles of Altruistic Values and Organizational Identification

Employees who perceived their companies as socially responsible had higher performance—both in tasks required by their job (in-role) and in voluntary contributions (extra-role). Organizational identification served as a partial mediator, elucidating how perceived CSR translates into improved performance. Interestingly, employees with lower levels of altruistic values appeared to be more strongly influenced by perceived CSR when developing a sense of identity with their organization.