Perceived Corporate Social Responsibility and Talent Stability in a Large Chinese Enterprise Group: The Mediating Role of Employee Career Planning Support
DOI:
https://doi.org/10.65820/ejems-5vol2-issue1-2026Keywords:
corporate social responsibility, employee career planning support, talent stability, mediationAbstract
Purpose: This study investigates how employees' perceptions of corporate social responsibility (CSR) influence talent stability (TS) in large Chinese enterprise groups. Specifically, it examines whether CSR affects TS directly and indirectly through employee career planning support (ECP), drawing on social exchange and signalling perspectives.
Methodology: Survey data were collected from 632 employees within a diversified enterprise group in Henan, China. The study employed covariance-based structural equation modelling using AMOS 29, with bootstrapping techniques to test mediation effects. Measurement validity and reliability were confirmed through confirmatory factor analysis (RMSEA = .011; CFI = .995; CR = .884–.901; HTMT ≤ .779).
Results: Findings show that CSR significantly and positively predicts both employee career planning support (β = .735) and talent stability (β = .512). Employee career planning support also positively influences talent stability (β = .373). Mediation analysis confirms a significant indirect effect of CSR on TS via ECP (indirect = .283; 95% CI [.200, .372]), indicating partial mediation, with approximately 34.9% of the effect transmitted through ECP.
Novelty and Contribution: This study contributes to the micro-CSR literature by introducing employee career planning support as a key mediating mechanism linking CSR to talent stability. It shifts the focus from traditional attitudinal outcomes (e.g., job satisfaction, commitment) to a structural, career-oriented pathway. Additionally, it conceptualises talent stability as a positive organisational capability rather than merely the absence of turnover intention, offering a more strategic perspective on employee retention.
Theoretical and Practical Implications: The study addresses a gap in the literature by incorporating career-related mechanisms into the CSR–employee outcomes relationship. For managers, the findings highlight that CSR initiatives can strengthen employee perceptions of career support, even when not directly career-focused. Organisations should therefore communicate CSR efforts effectively to employees.
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Copyright (c) 2026 LYU XIAOJING, Ts. Dr. Kesavan A/L Nallaluthan (Author)
This work is licensed under a Creative Commons Attribution 4.0 International License.
This article is licensed under a Creative Commons Attribution 4.0 International License.
