Understanding the Moderation of CSR and Cultural Value Orientation on Hotel Employee Job Performance

Corporate culture, leadership behavior, and corporate social responsibility (CSR) have long been recognized as means that could promote positive employee attitudes and behaviors. This study takes a step forward by modeling CSR as a moderator and acknowledging its joint interaction effect with corporate culture on employee job performance through the mediation of leadership behavior and perceived organizational support. The boundary condition of Confucian cultural value orientation is also posited. This study draws on the path–goal theory of leadership, social exchange theory, and social identity theory. A survey among hotel employees and their direct superiors was conducted. Results point to the salient conditioning role of CSR and cultural value in enhancing the effects of corporate culture and perceived organizational support, respectively. This inquiry underscores the theoretical synthesis between path–goal theory and social exchange theory to acknowledge the importance of CSR, corporate culture, and leadership excellence in providing the necessary support to improve hotel staff job performance, especially for those who possess a high level of Confucian belief.