The Influence of Employee Involvement and Perceived Usefulness of CSR Programs on Employee Retention with the Mediation of Work Meaning
(Case Study of Indocement's Digital-Based Waste Alms Program)
Keywords:
Corporate Social Responsibility, employee engagement, perception of usefulness, meaning of work, employee retention
Abstract
This study aims to analyze the influence of employee engagement and perceived program usefulness on employee retention with the meaning of work as a mediating variable in the implementation of the digital-based CSR program Sedekah Sampah (Trash Charity) at PT Indocement Tunggal Prakarsa Tbk. The CSR program is part of the company's sustainability strategy that is not only oriented towards environmental impacts but also designed to increase active employee participation through the process of internalizing company values. This study uses a quantitative approach with the Structural Equation Modeling–Partial Least Squares (SEM-PLS) analysis method. The research data were obtained from 169 respondents who met the criteria as active participants of the Sedekah Sampah program. The results show that employee engagement and perceived program usefulness have a positive effect on the meaning of work and employee retention, both directly and indirectly through the meaning of work as a mediating variable. These findings indicate that participatory CSR not only contributes to the formation of the company's external image but also has significant implications for employee work attitudes and loyalty. Theoretically, this study strengthens the role of the meaning of work within the CSR framework, while practically provides managerial recommendations for designing sustainability programs that position employees as important actors in achieving company goals.References
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Fitriani, D. (2020). The influence of employee perceptions of company CSR programs on employee loyalty and work engagement. Scientific Journal of Economics and Business, 17(2), 89–97.
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Purvis, B., Mao, Y., & Robinson, D. (2019). Three pillars of sustainability: In search of conceptual origins. Sustainability Science, 14(3), 681–695. https://doi.org/10.1007/s11625-018-0627-5
Puspitasari, D. (2020). The role of employee involvement in CSR programs on employee loyalty. Indonesian Journal of Economics and Business, 8(2), 101–109.
Putri, RA (2019). The influence of perceptions of corporate CSR implementation on employee satisfaction and retention. Journal of Applied Management Science, 6(3), 45–52.
Ramadhani, NR (2021). The relationship between work meaningfulness and turnover intention in millennial employees. Insight Psychology Journal, 10(1), 52–61.
Shmueli, G., Ray, S., Velasquez Estrada, J.M., & Chatla, S.B. (2019). The Elephant in the Room: Evaluating the Predictive Performance of PLS Models. Journal of Business Research, 104, 149–160.https://doi.org/10.1016/j.jbusres.2016.03.049
Simanjuntak, DM (2020). The influence of work meaning on employee retention intentions with work engagement as a mediating variable (Master's Thesis, Gadjah Mada University).
Singh, S., & Pradhan, R. K. (2024). Linking CSR to employee retention: The mediating role of work meaning. Corporate Social Responsibility and Environmental Management, 31(1), 88–100. https://doi.org/10.1002/csr.2578
Steger, M.F., Dik, B.J., & Duffy, R.D. (2012). Measuring meaningful work: The Work and Meaning Inventory (WAMI). Journal of Career Assessment, 20(3), 322–337.https://doi.org/10.1177/1069072711436160
Suchman, M. C. (1995). Managing legitimacy: Strategic and institutional approaches. Academy of Management Review, 20(3), 571–610.https://doi.org/10.5465/amr.1995.9508080331
Tasoulis, K., Vlachos, P. A., & Theriou, G. (2025). Managing talent, culture, and social responsibility at Brilliant Games. SAGE Business Cases. https://sk.sagepub.com/cases/skpromo/IPM6xE/managing-talent-culture-and-social-responsibility-at-brilliant-games
Wardono, G., Ubaidilah, M., Susilowati, E., & Wahyudi, D. (2024). Corporate Social Responsibility (CSR) fund management model for environmental sustainability: A study of the Digital Waste Alms program of PT Indocement Tunggal Prakarsa Tbk. Ekonomis: Journal of Economics and Business, 8(2), 1927–1930. https://doi.org/10.33087/ekonomis.v8i2.2141
Wulandari, A. (2021). Corporate Social Responsibility (CSR) and its influence on employee motivation and work meaning in the service sector. Human Capital Journal, 9(1), 33–44.
Yuliastuti, A. (2020). The influence of employee participation in CSR on the perception of the meaning of work and work motivation. Journal of Management and Business Sciences, 7(2), 55–63.
Allan, B.A., Autin, K.L., & Duffy, R.D. (2016). Self-determination and meaningful work: Exploring socio-contextual and individual determinants. The Counseling Psychologist, 44(5), 585–607.https://doi.org/10.3389/fpsyg.2016.00071
Alshammari, H., Rasheed, A. A., & Al-Shammari, H. (2019). CEO narcissism and corporate social responsibility: Does CEO narcissism affect CSR focus? Journal of Business Research, 104, 1–13.https://doi.org/10.1016/j.jbusres.2019.06.031
Amalia, S. (2021). The effect of corporate social responsibility on employee loyalty with job satisfaction as a mediating variable. Journal of Social Sciences and Humanities, 10(2), 112–121.
Bilgihan, A., & Nejad, M. (2023). The moderating role of meaningful work in employee retention. International Journal of Hospitality Management, 107, 103374. https://doi.org/10.1016/j.ijhm.2022.103374
De Roeck, K., & Farooq, O. (2018). Corporate social responsibility and ethical leadership: Investigating their interactive effects on employees' socially responsible behavior. Journal of Business Ethics, 151(4), 923–939. https://doi.org/10.1007/s10551-017-3656-6
Duthler, G., & Dhanesh, G.S. (2018). The role of corporate social responsibility (CSR) in internal employee communication. Public Relations Review, 44(4), 474–482.https://doi.org/10.1016/j.pubrev.2018.07.002
Elkington, J. (1997). Cannibals with forks: The triple bottom line of 21st century business. Capstone Publishing.
Fakhira, N.V. (2024). Proposed employer branding with corporate social responsibility approach to improve employee engagement. Bandung Institute of Technology. https://digilib.itb.ac.id/assets/files/2024/TmFiaWxsYSBWeW5rYSBGYWtoaXJhIF8yOTEyMjM1OS5wZGY.pdf
Farooq, M., Rupp, D. E., & Farooq, O. (2016). The multiple pathways through which internal and external corporate social responsibility influence organizational identification and turnover intentions. Journal of Business Ethics, 170(3), 501–520. https://doi.org/10.5465/amj.2014.0849
Fitriani, D. (2020). The influence of employee perceptions of company CSR programs on employee loyalty and work engagement. Scientific Journal of Economics and Business, 17(2), 89–97.
Glavas, A. (2016). Corporate social responsibility and organizational psychology: An integrative review. Frontiers in Psychology, 7, 144. https://doi.org/10.3389/fpsyg.2016.00144
Glavas, A., & Piderit, S. K. (2009). How does doing good matter? Effects of corporate citizenship on employees. Journal of Corporate Citizenship, 36, 51–70.http://rave.ohiolink.edu/etdc/view?acc_num=case1247063961
Grant, A. M. (2008). Finding meaning in work: A developmental perspective. In J. Duffy & B. Dik (Eds.), Purpose and meaning in the workplace (pp. 317–341). American Psychological Association. https://doi.org/10.1037/11701-014
Gupta, M., Singh, V., & Bhandari, R. (2021). Role of CSR in meaningful work and employee retention. Journal of Business Research, 134, 652–664. https://doi.org/10.1016/j.jbusres.2021.05.045
Hameed, A. (2024). The impact(s) of corporate social responsibilities and ethical practices on employee performance and turnover in the textile industry of Pakistan (Doctoral dissertation, University of Wales Trinity Saint David). https://repository.uwtsd.ac.uk/id/eprint/3649/1/Hameed_A_DBA_Thesis.pdf
Hameed, Z., Basheer, M.F., & Iqbal, J. (2020). CSR and digital participation: A pathway to sustainable employee engagement. Sustainability, 12(11), 4561. https://doi.org/10.3390/su12114561
Hair, J.F., Hult, G.T.M., Ringle, C., & Sarstedt, M. (2021). A primer on partial least squares structural equation modeling (PLS-SEM) (3rd ed.). Sage Publications.
Hörisch, J., Freeman, R.E., & Schaltegger, S. (2020). Applying stakeholder theory in sustainability management: Links, similarities, dissimilarities, and a conceptual framework. Organization & Environment, 33(3), 281–306. https://doi.org/10.1177/1086026618790151
Kalenda, J., & Vaculíková, J. (2024). Proměny účasti v dalším vzdělávání dospělých v České republice: Kdo se jej účastní as jakými šancemi? Sociologický Časopis / Czech Sociological Review.https://esreview.soc.cas.cz/getrevsrc.php?identification=public&mag=csr&raid=494&type=fin&ver=4
Kim, H.R., Lee, M., Lee, H.T., & Kim, N.M. (2010). Corporate social responsibility and employee–company identification. Journal of Business Ethics.https://link.springer.com/article/10.1007/s10551-010-0440-2
Lysova, EI, Allan, BA, Dik, BJ, Duffy, RD, & Steger, MF (2019). Fostering meaningful work: A multilevel review and integration. Journal of Vocational Behavior, 110, 374–389. https://doi.org/10.1016/j.jvb.2018.07.004
Purvis, B., Mao, Y., & Robinson, D. (2019). Three pillars of sustainability: In search of conceptual origins. Sustainability Science, 14(3), 681–695. https://doi.org/10.1007/s11625-018-0627-5
Puspitasari, D. (2020). The role of employee involvement in CSR programs on employee loyalty. Indonesian Journal of Economics and Business, 8(2), 101–109.
Putri, RA (2019). The influence of perceptions of corporate CSR implementation on employee satisfaction and retention. Journal of Applied Management Science, 6(3), 45–52.
Ramadhani, NR (2021). The relationship between work meaningfulness and turnover intention in millennial employees. Insight Psychology Journal, 10(1), 52–61.
Shmueli, G., Ray, S., Velasquez Estrada, J.M., & Chatla, S.B. (2019). The Elephant in the Room: Evaluating the Predictive Performance of PLS Models. Journal of Business Research, 104, 149–160.https://doi.org/10.1016/j.jbusres.2016.03.049
Simanjuntak, DM (2020). The influence of work meaning on employee retention intentions with work engagement as a mediating variable (Master's Thesis, Gadjah Mada University).
Singh, S., & Pradhan, R. K. (2024). Linking CSR to employee retention: The mediating role of work meaning. Corporate Social Responsibility and Environmental Management, 31(1), 88–100. https://doi.org/10.1002/csr.2578
Steger, M.F., Dik, B.J., & Duffy, R.D. (2012). Measuring meaningful work: The Work and Meaning Inventory (WAMI). Journal of Career Assessment, 20(3), 322–337.https://doi.org/10.1177/1069072711436160
Suchman, M. C. (1995). Managing legitimacy: Strategic and institutional approaches. Academy of Management Review, 20(3), 571–610.https://doi.org/10.5465/amr.1995.9508080331
Tasoulis, K., Vlachos, P. A., & Theriou, G. (2025). Managing talent, culture, and social responsibility at Brilliant Games. SAGE Business Cases. https://sk.sagepub.com/cases/skpromo/IPM6xE/managing-talent-culture-and-social-responsibility-at-brilliant-games
Wardono, G., Ubaidilah, M., Susilowati, E., & Wahyudi, D. (2024). Corporate Social Responsibility (CSR) fund management model for environmental sustainability: A study of the Digital Waste Alms program of PT Indocement Tunggal Prakarsa Tbk. Ekonomis: Journal of Economics and Business, 8(2), 1927–1930. https://doi.org/10.33087/ekonomis.v8i2.2141
Wulandari, A. (2021). Corporate Social Responsibility (CSR) and its influence on employee motivation and work meaning in the service sector. Human Capital Journal, 9(1), 33–44.
Yuliastuti, A. (2020). The influence of employee participation in CSR on the perception of the meaning of work and work motivation. Journal of Management and Business Sciences, 7(2), 55–63.
Published
2026-01-04
How to Cite
Susilowati, E., Tambunan, D. B., & Nainggolan, R. (2026). The Influence of Employee Involvement and Perceived Usefulness of CSR Programs on Employee Retention with the Mediation of Work Meaning. Kontigensi : Jurnal Ilmiah Manajemen, 13(2), 1302-1327. https://doi.org/10.56457/jimk.v13i2.890
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