Personal values and organizational attractiveness: understanding the role of CSR among generation Z job seekers

Purpose This study aims to investigate how Personal Values (PV) – Self-Transcendence (ST) and Self-Enhancement (SE) – shape Organizational Attractiveness (OA) via perceived corporate social responsibility (CSR) among Generation Z (Gen Z) job seekers in an emerging, collectivist labour market. Grounded in Signalling Theory, Person–Organization (P–O) fit theory, and Schwartz’s Theory of Basic Human Values, it examines CSR as a signalling mechanism for employer appeal amid the global “war for talent”. Design/methodology/approach A 2 × 2 scenario-based experimental design was employed with 594 postgraduate management students from India’s North-Eastern Region, combining high and low levels of internal CSR and external CSR to examine differences in organizational attractiveness. Partial least squares structural equation modelling was subsequently utilized to assess the relationships among personal values, perceived CSR and organizational attractiveness, including the mediating role of perceived CSR. Findings ST values significantly enhance OA, reflecting Gen Z’s preference for purpose-driven work in collectivist contexts, while SE values show no significant effect. Contrary to expectations, perceived CSR does not mediate these relationships. Instead, CSR demonstrates a strong direct effect on OA under high-salience conditions, suggesting that CSR may function more as a direct signalling mechanism than as a consistently value-dependent pathway. Practical implications Organizations can enhance attraction to Gen Z by authentically communicating CSR initiatives, particularly Internal CSR practices. Integrating transparent CSR messaging into recruitment strategies can boost OA across value orientations in emerging markets. Originality/value The study extends recruitment and employer-branding research by contextualizing signalling theory, P–O fit and Schwartz’s values within an understudied emerging collectivist setting. It provides preliminary evidence that CSR’s role may shift towards a direct, context-contingent driver of OA in such markets.