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Post by Dr Florencio Portocarrero, Assistant Professor of Management in the Department of Management at the London School of Economics and Political Science.
A couple is taking a bag of food at the food and clothes bank. Volunteers are working together at ... More the humanitarian aid project.
For decades, corporate social responsibility (CSR) activities have been a way for organisations to give back to society. Research I’ve led shows that these activities can also play a significant role when it comes to employee retention.
My study, carried out with Professor Vanessa Burbano from Columbia Business School and published in Management Science, examined the effects of a day-long CSR activity among new employees at a large Latin American bank. Some 221 newly hired employees were randomly assigned to either participate in a social impact initiative or continue with a standard onboarding process.
How gender and job security shape our response to CSR
We found that employees who took part in the CSR activity were approximately 50% less likely to leave the firm than those who did not take part in it. New recruits, who are making sense of their positions and their employer, may interpret their participation in CSR initiatives as a sign that their company values them - something we call Organizational justice, and this increases their sense of belonging and loyalty.
Men who participated in short CSR activities were 65% less likely to leave the bank nearly a year later, while the figure for women was 25%. Since women typically place higher value on communal activities, the study suggests that men undergo a process called "sensemaking", that is, reflecting on and interpreting their experiences. This deeper engagement may explain why CSR had a stronger impact on men's retention than women's.
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