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519). The point before proceeding is that when employees sense that their organization is ethically responsible vis-a-vis citizenship, their work engagement is "likely stimulated" (Lin, p. 521). The procedure Lin follows in this research is to conduct empirical research using a survey of personnel from "20 large firm of an industrial zone in northern Taiwan" (high-tech and more traditional companies) (Lin, p. 522).
Of the 600 questionnaires Lin sent out, 428 "usable questionnaires" came back (a response rate of 71.33%). The system of measuring used by Lin: 5-point Likert scales modified from previous research. Lin's three steps: a) she first had the existing literature translated into Chinese from English and then a focus group of 4 (including 3 graduate students and a professor) that were very familiar with CSR modified the questions; b) two pilot tests were conducted to clarify the quality of the questions; and c) additional care went into making certain there was "no translation biases in the Chinese...
522-23).
Flaws in the design of the study: The "predictors in the research model were measured perceptually at a single point in time"; and also, the research was conducted in a single country setting and the work dynamics in Taiwan may not reflect findings in other cultures (Lin p. 527).
Data analysis: boiled down, the empirical research shows that organizational trust is "a partial mediator that affects work engagement but not vice versa"; if an employee does not trust his or her organization, that person is unlikely to exhibit work engagement on the job.
Justifiable conclusion: When employees feel positive about the their company's corporate citizenship, the number of workers embracing the concept of work engagement rises by 86%; when they are negative towards their company's CSA, only 37% are highly engaged.
Works Cited
Lin, Chieh-Peng. (2010). Modeling Corporate Citizenship, Organizational Trust, and…
Works Cited
Lin, Chieh-Peng. (2010). Modeling Corporate Citizenship, Organizational Trust, and Work
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