Uncovering the Role of Internal CSR on Organizational Attractiveness and Turnover Intention: The Effect of Procedural Justice and Extraversion

The present study attempts to uncover the impact of internal CSR on internal stakeholders, i.e., employees. Through a comprehensive literature review, relevant variables for the study were identified such as internal CSR, the perception of procedural justice, organizational attentiveness, extraversion, and turnover intention. Drawing on signaling theory, we answer why employee’s willingness to quit an organization is less if the organization performs well on internal CSR front. We also propose that internal CSR increases the organizational attractiveness as it reflects the prevalence of welfare practices and procedural justice in the organization. Since the organization is perceived procedurally just employee's willingness to quit the organization is decidedly less particularly employees having extrovert nature.


Introduction
Talented employees are competent, committed and also contribute to the organizational performance. However, their attraction and retention in the organization are very critical and is one of the biggest challenges, which the organization face in the present business scenario. According to a study conducted at McKinsey Global Institute by Dobbs, Madgavkar, Barton, & Labaye (2012) reveals the challenges of attracting and retaining talent. The study also highlights the lack of highly skilled workers and its demand for the same across the globe by 2020. At this critical juncture, it becomes essential to explore the determinants, which impact the attraction and retention of talents so that it may guide management practitioners.
There is a plethora of research, which emphasizes on the positive impact of CSR on business determinants such as trust, loyalty, financial performance, brand image (Maheshwari & Yadav, 2015;Yadav, Jain, & Singh, 2016). However, very less literature has emphasized the contribution of internal CSR on business determinants. In this study, we try to fill this void and investigate how internal CSR plays a vital role in organizational attractiveness and in turn impacts employee behavior such as turnover intention.
CSR is defined as the firm's concern and responsibility towards the issues which involves obligations and duty of an organization beyond the legal, economic and technical purpose of an organization (Davis, 1973). CSR activities are classified as external CSR and internal CSR (Story, Castanheira, & Hartig, 2016). External CSR is the responsibilities of an organization towards the stakeholders present outside the boundary of an organization such as government, customer, local communities, business partner and society (Turker, 2009b). While internal CSR refers to trusts and obligation of the firms towards the internal operations of the firm (Brammer, Millington,  Internal CSR refers to the trusts and obligation of the firms towards internal stakeholders of the firm (Brammer et al., 2007). Hence, a firm's commitment to meet the expectations of employees, which is beyond the obligations of a firm, is internal CSR. While external CSR refers to the responsibilities of the firm towards external beneficiaries (Turker, 2009b).
Prior studies have found specific outcomes of CSR such as organizational commitment (Turker, 2009a), corporate reputation (Story et al., 2016), organizational identification (Farooq et al., 2017), organizational trust (Tourigny et al., 2017), supervisor ethical leadership (Gao & He, 2017) and job performance (Newman et al., 2017). In the current study, we have presented organizational attractiveness as one of the outcomes of internal CSR. Past research has identified organizational attractiveness as one of the consequences of CSR (Ana Patrícia Duarte, Silva, Simões, & Gonçalves, 2017;Reklitis, Trivellas, & Mantzaris, 2018;Story et al., 2016), see Table1.  (Gao, 2017) Organizational citizenship behavior, job performance (Newman et al., 2017) According to literature, internal CSR practices are related to skill development, career development opportunities of the employees, providing quality workplace, providing the balance between work and life, supporting employees in acquiring additional education, encouraging employees to participate in philanthropic and social activities. Since these internal practices are aimed to assist employees in their employability and better living conditions hence, these CSR practices are well appreciated by the employees and create a perception of procedural justice among them. The word of mouth publicity of the employees may be well received in the job market and hence, may help in attracting and retaining talent.

Organizational Attractiveness
Organizational attractiveness refers to the extent to which an individual will search for employment with a firm and would recommend other employees to join a particular organization (Lambert et al., 2017). Organizational attractiveness is defined as an inclination of an employee towards an organization for the reason of accepting an employment (Story et al., 2016).
The extant literature suggests that the organizational attractiveness is highly correlated with corporate reputation, organizational identity, and organizational image (Bankins & Waterhouse, 2018), perceived work-related expectations (Lambert et al., 2017), corporate social performance (Schmitz, 2017), diversity management (Ardakani et al., 2016;Olsen et al., 2016)), corporate image (Held, 2016) see Table 2. Thus, based on the previous research it can be inferred that when an employee perceives an organization to be socially and procedurally fair then his/her willingness to accept a job offer from that particular firm is relatively high (Maheshwari & Yadav, 2015 CSR activities emit the positive signal about the work culture of the organization and hence, increase the attractiveness of the firm for prospective employees. Therefore, we propose that internal CSR is having the positive relationship with the organizational attractiveness. Proposition 1: Internal CSR will positively impact the organizational attractiveness of an organization. Leventhal (1980) has defined procedural justice as a level to which processes related to the decision-making at the workplace in an organization are sheer consistent, free of bias, correct and accurate. Greenberg & Folger (1983) has referred procedural justice as consistency in the procedures and rules to allocate the resources at the workplace. Hence, procedural justice focuses on the just of the means employed to arrive at organizational outcomes (Greenberg, 1990 (Ridwan, Razak, & Ismail, 2018) as some of the antecedents leading to the perception of procedural justice in the employees, see Table 3. Hart (2017) Prior studies have also presented certain outcomes of procedural justice such as job performance (Hawkar Rashid Arab, 2018), innovative work behavior, employee engagement (W. Kim & Park, 2017), compliance with the policies and moral (Yuning Wu, Sun, Chang, & Hsu, 2017), perceived corporate support (Tremblay & Landreville, 2015), increase in team performance (Colquitt, Noe, & Jackson, 2002), pro-social behavior (Dijke, M. H., G., & D., 2018), intent to stay (Mehmood, Nadarajah, Akhtar, Brohi, & Khuhro, 2018), work engagement (Lamprakis, Alamani, Malliari, & Grivas, 2018), organizational citizenship behavior (Sarfraz et al., 2018), organization identification (Bergami & Gabriele, 2018) and perceived organization support (Lipponen, Steffens, & Holtz, 2018), see Table 4. In the current study, we have presented the internal aspect of CSR, which includes the safety of workers and improving the quality of work and wellbeing of an employee. De Roeck, Marique, Stinglhamber, & Swaen (2014) and Aharon, Lior, Yaki, & Gal (2011) has found support for internal CSR and justice to be strongly related in the workplace. The underlying assumption can be that the discretionary employee welfare activities induce the presence of procedural justice at the workplace.

Procedural Justice as a Mediator
The present study asserts that the signal emitted by the employee welfare activities, i.e., internal CSR are evaluated positively by prospective employees and hence enhance the organizational attractiveness of the firm. Therefore, we propose the following.
Proposition 2: Internal CSR will have a positive relationship with the perception of procedural justice. Proposition 3: Perception of procedural justice will have a positive relationship with organizational attractiveness.

Turnover Intention
Tett & Meyer (1993) have referred the term turnover intention to ruminating of leaving an organization. Turnover intention also involves knowingly and purposively willing to quit a job in an organization (Egan, Yang, & Bartlett, 2004). The turnover intention has been associated with several antecedents such as cynicism, high workload, emotional exhaustion, and low satisfaction (Liu & Lo, 2017), organizational justice (Harris, Lavelle, & McMahan, 2018), job stress (Labrague et al., 2018) organizational safety climate (Smith, 2017), work engagement (Liu & Lo, 2017), affective commitments (Wong & Wong, 2017) and work-family conflict (Lu et al., 2017), see Table 5.  (Wong & Wong, 2017) The present study extends the prior work on turnover intention by examining the influence of organizational attractiveness on turnover intention. The impact of organizational attractiveness over turnover intention has been rarely captured in earlier studies. Organizational attractiveness as discussed in the previous section is the extent to which an employee will search for employment within a firm and would recommend others employee to join that particular organization (Lambert et al., 2017). Since internal CSR activities emit a positive signal about the functioning of the firm thus, they may increase the attractiveness of the organization. Further, it is also expected that because of the presence of internal CSR intention to leave that particular organization will be low.
Proposition 4: Organizational attractiveness will have a negative relationship with turnover intention
In the present study, we have conceptualized the moderating effects of extraversion on internal CSR and organizational attractiveness. Bathini & Vohra (2013) validated that extrovert employees are more likely to be involved in volunteering activities and show pro-social behavior in organizations as they appreciate these activities. Since internal CSR is also pro-social and responsible acts of an organization towards its employees hence; we propose that extrovert employees will have the high appreciation for these activities as compared to employees who are low on this trait. Accordingly, we propose the following proposition.
Proposition 5: Extrovert personality trait moderates the relationship between internal CSR and organizational attractiveness such that organizational attractiveness is likely to be higher (lower) when extrovert personality trait is higher (lower) in employees.

Discussion & Conclusion
The present study contributes to the existing literature by expanding the scope of research on CSR in talent management. This article in details focuses on the relationship between internal CSR and organizational attractiveness. Further, the moderating effect of extraversion between this relationship and the mediating effect of procedural justice is also studied. Based on an extensive literature review and the developed propositions authors conclude that internal CSR could be a useful tool for an organization to attract and retain employees within an organization. Further, the employees with high extrovert personality traits will be more inclined towards organizations, which are doing internal CSR and will have less intent to leave that organization.
The review also revealed that procedural justice at the workplace would influence the relationship between internal CSR and organizational attractiveness. Authors have further argued that internal CSR activities create the presence of procedural justice in the organization and in turn will influence the organizational attractiveness ultimately resulting in the lower turnover intention of employees. Authors suggest that the firm should concentrate on practicing internal CSR so that a positive signal is continuously emitted to the employees and prospective employees about the welfare work of the firm. The present study has future research implications. Authors recommend the empirical testing of propositions in various cultural contexts.