International Journal For Multidisciplinary Research

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Effect of Perceived Corporate Social Responsibility on Affective Commitment and Employee Work Behaviors in Higher Institutions of Learning: Evidence from University of Mines and Technology, Ghana, West Africa

Author(s) Mr. Seth Ayekple, Mr. Michael Odoom Mensah, Mr. Michael Bremfi
Country Ghana
Abstract Corporate Social Responsibility (CSR) encompasses actions that go beyond legal and economic requirements to address societal and environmental challenges (Austin and Worchel, 1979). In the context of Ghanaian higher education, CSR initiatives such as employee welfare programs and ethical practices play a significant role in shaping employee attitudes, particularly affective commitment (emotional attachment to the organization) and organizational citizenship behaviors (OCBs). When employees perceive their institution as socially responsible, they often develop a deeper connection to its mission, which enhances loyalty and motivation.(KHALIP, 2016)

Studies indicate that CSR has a positive influence on employee work behavior, including productivity, ethical conduct, and voluntary efforts (Commer et al., 2017). In Ghanaian higher education, CSR initiatives that prioritize fair treatment, professional growth, and employee well-being can cultivate a motivated and collaborative workforce. Such efforts are critical for achieving institutional objectives in teaching, research, and community engagement.(Selase et al., 2018)

This study investigates employees’ perceptions of Corporate Social Responsibility (CSR) in the Ghanaian higher education sector, using the University of Mines and Technology (UMaT) as a case study. A quantitative approach was employed, with 236 out of 250 sampled employees responding, yielding a 94.4% response rate. Findings revealed that employees held high perceptions of UMaT’s CSR activities, with an overall composite mean score of 4.04. Environmental CSR initiatives were perceived most positively (mean = 4.3), followed by CSR toward customers (mean = 4.16), society (mean = 3.87), and employees (mean = 3.83). The study highlighted UMaT’s efforts in environmental sustainability, stakeholder engagement, community development, and employee welfare as key drivers of these perceptions.

The research also explored the relationship between CSR perceptions and Organizational Citizenship Behavior (OCB). While CSR toward customers and society showed no significant relationship with OCB, CSR toward the environment and employees had a significant positive influence. A strong correlation was found between composite CSR perceptions and OCB (coefficient = 0.69), indicating that higher CSR perceptions enhance employees’ voluntary, beneficial behaviors. Furthermore, Affective Organizational Commitment (AOC) was found to fully mediate the relationship between CSR perceptions and OCB, suggesting that employees’ emotional attachment to the organization is a critical factor in this dynamic.

The findings underscore the importance of aligning CSR initiatives with employees’ values to foster emotional commitment and enhance positive workplace behaviors. Recommendations include prioritizing environmental sustainability, addressing employee specific needs, improving communication of societal CSR efforts, and exploring additional factors influencing AOC and OCB, such as leadership style and workplace culture.
Keywords Corporate Social Responsibility, Affective Commitment, Employee Work Behavior, organizational citizenship behaviors
Field Business Administration
Published In Volume 7, Issue 4, July-August 2025
Published On 2025-08-07
DOI https://doi.org/10.36948/ijfmr.2025.v07i04.52562
Short DOI https://doi.org/g9whww
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