Perceived Corporate Social Responsibility, Career Planning Support and Talent Stability: Evidence from A Large Chinese Enterprise Group
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| Natura: | Recurso digital |
| Lingua: | Antico inglese |
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2026
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| _version_ | 1866901836356648960 |
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| author | Lyu Xiaojing Kesavan Nallaluthan |
| author_facet | Lyu Xiaojing Kesavan Nallaluthan |
| contents | <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> |
| format | Recurso digital |
| id | zenodo_https___doi_org_10_5281_zenodo_20321655 |
| institution | Zenodo |
| language | ang |
| publishDate | 2026 |
| publisher | Zenodo |
| record_format | zenodo |
| spellingShingle | Perceived Corporate Social Responsibility, Career Planning Support and Talent Stability: Evidence from A Large Chinese Enterprise Group Lyu Xiaojing Kesavan Nallaluthan corporate social responsibility, employee career planning support, talent stability, micro-CSR; mediation, structural equation modeling <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> |
| title | Perceived Corporate Social Responsibility, Career Planning Support and Talent Stability: Evidence from A Large Chinese Enterprise Group |
| topic | corporate social responsibility, employee career planning support, talent stability, micro-CSR; mediation, structural equation modeling |
| url | https://doi.org/10.5281/zenodo.20321655 |