확장된 CSR 요인이 조직자부심과 조직충성도에 미치는 영향에 관한 연구: MZ세대를 중심으로

초록

Companies must have long-term competitiveness and strengthen crisis response capabilities to achieve sustainable management. Organizational pride and organizational loyalty of organization members are key variables that determine a company's sustainability, and strategies to effectively strengthen them are becoming important tasks in corporate management. Systematic employee education and corporate culture creation designed to share the company's philosophy and values with organization members are essential to maintain sustainability. The MZ generation (Millennials-Generation Z) is becoming a key organization member. Accordingly, as the way of recognizing the role and social responsibility of a company changes, the concept of expanded CSR (Expanded CSR) that emphasizes ethical, environmental, and social contributions is becoming important, going beyond the traditional CSR (Corporate Social Responsibility) concept that focuses on economic and legal responsibilities. In particular, as corporate members, MZ generation employees prefer companies that practice fairness, sustainability, and social value creation beyond corporate profit creation, and this perception has a significant impact on the formation of organizational pride and loyalty. Therefore, this study aims to analyze the impact of extended CSR factors perceived by the MZ generation on organizational pride and loyalty. The extended CSR activity factors perceived by the MZ generation were defined as six (economic, legal, ethical, charitable, environmental, and consumer protection) responsible activities, and a survey was conducted targeting MZ generation employees who completed in-house training. The study's results, which derived empirical analysis by applying structural equation path analysis as a research method, are as follows. First, among the CSR factors perceived by the MZ generation, economic, ethical, charitable, environmental, and consumer protection responsible activities positively impacted organizational pride. However, legally responsible activities were found to be statistically insignificant in terms of organizational pride. Second, the organizational pride formed through CSR activities recognized by the MZ generation was found to have a positive effect on organizational loyalty. The implications of the above research results are as follows. First, it is thought that companies should encourage the MZ generation to foster organizational pride through volunteer activities, partnerships with social enterprises, sustainable product production for environmental protection, ethical supply chain management, and community support. Second, it is also important to establish CSR projects in which employees can directly participate so that they can feel proud of the company, share the results of the activities and provide transparent feedback. Third, it is thought that companies should establish marketing and public relations strategies that emphasize CSR activities. Fourth, it is believed that companies need to develop a gradual development and sustainable CSR activity program, such as grafting methods that expand CSR activities. Hopefully, this study will contribute to establishing CSR strategies and improving organizational culture so that the expanded CSR factors will be utilized to strengthen organizational pride and loyalty.

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