Motivating Through Values: The Role of CSR in Building Employee Engagement
Purpose: The purpose of the article is to identify contemporary factors of employee motivation, with particular emphasis on motivating through values, and to assess their impact on employee engagement. The article formulates research hypothesis H1: Corporate social responsibility (CSR) activities undertaken by an enterprise, perceived by employees as authentic and consistent with the organization's values, positively influence their level of work engagement. Design/Methodology/Approach: The theoretical part of the article was prepared on the basis of an in-depth review of the literature. The empirical part used exploratory factor analysis, which made it possible to identify key factors determining employee engagement. Findings: The conducted statistical analysis indicated the possibility of interpreting two related dimensions of employee motivation. The first dimension includes financial factors, represented by remuneration as well as bonuses and bonus systems. The second dimension is value-related and developmental in nature and includes professional development, access to training, opportunities for promotion, and CSR activities. The final two-factor model explains 64.07% of the variance of the six variables included in the model. Practical Implications: The obtained results constitute a source of practical recommendations for enterprise managers, indicating the need to combine financial motivators with value-related and developmental factors. Particular importance should be attached to designing CSR activities as an authentic element of organizational culture, and not solely as an image-building instrument. Originality/Value: The article presents the results of an analysis based on a dataset comprising 392 questionnaires. The obtained results should be treated as a demonstration variant requiring verification on the full empirical sample.