The impact of employee-oriented CSR on job satisfaction and service recovery performance in hospitality: The mediating role of empowerment

Purpose Building on Social Exchange Theory and Stakeholder Theory, this study examines how perceptions of employee-oriented corporate social responsibility (CSR) activities influence job satisfaction and service recovery performance, and explores the mediating role of psychological empowerment. Design/methodology/approach A structured questionnaire was administered to hospitality employees in the Canary Islands (Spain). Data were analysed using partial least squares structural equation modelling (PLS-SEM) to test the hypotheses. Findings Employee-oriented CSR is positively associated with job satisfaction and service recovery performance. The indirect association through psychological empowerment appears stronger for service recovery performance than for job satisfaction. Research limitations/implications The cross-sectional design limits causal inference, and future research should adopt longitudinal approaches in different cultural and organizational settings. Practical implications Employee-oriented CSR may be viewed as an investment in organizational effectiveness, as it is associated with positive affective and behavioral outcomes. By fostering empowerment and job satisfaction, such initiatives may support sustainable employment practices and enhance service quality in hospitality. Originality/value This study contributes to micro-CSR research by empirically examining how employee-oriented CSR is associated with key employee outcomes in hospitality, considering the role of psychological empowerment across affective and behavioral responses.