بررسی عواقب ناشی از مسئولیت اجتماعی شرکت ها در صنعت هواپیمایی: تعامل کار، رضایت شغلی و رفتار صدا   An examination of the consequences of corporate social responsibility in the airline industry: Work  engagement, career satisfaction, and voice behavior

1. Introduction Corporate social responsibility (CSR), which refers to “contextspecific organizational actions and policies that take into account stakeholders’ expectations and the triple bottom line of economic, social, and environmental performance” (Aguinis, 2011, p. 855), enables the airline companies to enhance their business performance (e.g., Kuo et al., 2016; Lee and Park, 2016). According to Carroll (1991), there are four indicators of CSR: economic, legal, ethical, and philanthropic. The economic indicator refers to the corporation’s economic responsibilities in terms of competitiveness, profitability, and operational efficiency, while the legal indicator refers to the corporation’s obligation to adhere to the rules and regulations in the marketplace (Carroll, 1991; Lee et al., 2012). The ethical indicator refers to the corporation’s responsibility to recognize and respect ethical norms and be fair in conducting performance beyond its legal obligation and the philanthropic indicator is associated with the corporation’s responsibility to be good corporate citizens (e.g., promotion of human welfare) (Carroll, 1991; Lee et al., 2012). Airline passengers are the external stakeholders of the company and their favorable perceptions of CSR practices contribute to value performance (Lee and Park, 2010) and foster passengers’ trust and loyalty (Nikbin et al., 2016). Flight attendants as the internal stakeholders have intense interactions with passengers and spend most of their time handling passenger requests and problems (Karatepe and Talebzadeh, 2016). When flight attendants have favorable perceptions of CSR practices, they share them with passengers and enhance the organizational image. CSR also contributes to customer choice of company and positive financial performance (Aguinis and Glavas, 2012) and enables corporations to gain competitive advantages. Employees viewing their organization as socially responsible consider themselves engaged in their work (Lee et al., 2014). That is, high levels of CSR result in higher work engagement (WE), which is defined as “… a positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption” (Schaufeli et al., 2002, p. 74). Employees working in an environment where CSR boosts goodwill and morale are motivated to contribute to the organization via voice behavior. Voice behavior refers to “… making innovative suggestions for change and recommending modifications to standard procedures even when others disagree” (VanDyne and LePine, 1998, p. 109). It is a critical behavioral outcome and is one of the significant communication strategies among employees (Kim et al., 2016a). Employees with favorable perceptions of CSR practices display career satisfaction, which highlights the satisfaction an employee obtains from the intrinsic and extrinsic facets of his or her career (Kong et al., 2012). Highly engaged employees also exhibit career satisfaction and voice behavior (Karatepe, 2012; Koyuncu et al., 2013).