সংরক্ষণ করুন:
| প্রধান লেখক: | , |
|---|---|
| বিন্যাস: | Recurso digital |
| ভাষা: | প্রাচীন ইংরেজি |
| প্রকাশিত: |
Zenodo
2026
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| বিষয়গুলি: | |
| অনলাইন ব্যবহার করুন: | https://doi.org/10.5281/zenodo.20321655 |
| ট্যাগগুলো: |
ট্যাগ যুক্ত করুন
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সূচিপত্রের সারণি:
- <p>Abstract: Retaining competent employees has become a strategic challenge for large enterprise groups in China, yet the micro-level mechanisms through which corporate social responsibility (CSR) shapes talent stability remain under-specified. Drawing on social exchange and signaling logics, this study examines whether employee-perceived CSR promotes talent stability (TS) directly and indirectly through employee career planning support (ECP). Survey data were collected from 632 employees of a diversified enterprise group in Henan, China. The model was estimated using covariance-based structural equation modeling in AMOS 29, and the indirect effect was additionally checked with PROCESS 5.0 using 5,000 bias-corrected bootstrap resamples. Confirmatory factor analysis supported the measurement structure (RMSEA = .014; CFI = .996), with satisfactory reliability (CR = .887–.907) and broadly acceptable discriminant validity. Structural results indicate that CSR positively predicts ECP (β = .733) and TS (β = .504), and that ECP positively predicts TS (β = .380). A supplementary bootstrap analysis supported a significant indirect effect of CSR on TS through ECP (indirect = .2384; 95% CI [.1938, .2875]), indicating partial mediation. Overall, CSR appears to function as an employee-visible investment that strengthens perceived career support and, in turn, stability-oriented attachment.</p>