Perceived Corporate Social Responsibility, Career Planning Support and Talent Stability: Evidence from A Large Chinese Enterprise Group
Authors: Lyu Xiaojing, Kesavan Nallaluthan
Journal: Journal of Social Science and Human Research Studies (JSSHRS)
Published: 2026-05-13 · Volume 2, Issue 05, pp. 566-573
DOI: 10.65150/EP-jsshrs/V2E5/2026-09
Abstract
Retaining competent employees has become a strategic challenge for large enterprise groups in China, yet the micro-level mechanisms through which corporate social responsibility (CSR) shapes talent stability remain under-specified. Drawing on social exchange and signaling logics, this study examines whether employee-perceived CSR promotes talent stability (TS) directly and indirectly through employee career planning support (ECP). Survey data were collected from 632 employees of a diversified enterprise group in Henan, China. The model was estimated using covariance-based structural equation modeling in AMOS 29, and the indirect effect was additionally checked with PROCESS 5.0 using 5,000 bias-corrected bootstrap resamples. Confirmatory factor analysis supported the measurement structure (RMSEA = .014; CFI = .996), with satisfactory reliability (CR = .887–.907) and broadly acceptable discriminant validity. Structural results indicate that CSR positively predicts ECP (β = .733) and TS (β = .504), and that ECP positively predicts TS (β = .380). A supplementary bootstrap analysis supported a significant indirect effect of CSR on TS through ECP (indirect = .2384; 95% CI [.1938, .2875]), indicating partial mediation. Overall, CSR appears to function as an employee-visible investment that strengthens perceived career support and, in turn, stability-oriented attachment.