Research paper analysis

Table of Contents
1. Paper Introduction
2. Abstract
3. Research Objective(s) / Question(s)
4. Literature Review
5. Research Model / Conceptual Framework
6. Research Design
7. Testing
8. Findings
9. Conclusion
10. Limitations / Future Directions

1. Paper Introduction
a. Title of the Paper: Can a socially responsible casino

better retain its management staff? From an internal

customer perspective
b. Author(s) Name(s):IpKin Anthony, Wong
Matthew,Liu Rongwei Chu Guicheng,James Shi,James
L.Brock,Ting-Hsiang Tseng
c. Year of Publication:
d. Name of Journal; Volume; Issue:Asia Pacific Journal
of Marketing and Logistics Vol. 26 No. 4, 2014 pp. 520-539
e. Key Words:Corporate social responsibility, Chinese
management and leadership, Gaming research

2. Abstract
a. Research Purpose: The purpose of this paper is to investigate how
perceived corporate social responsibility (CSR) initiatives influence internal
customers preference and turnover intention. The mediating effect of brand
preference on the relationship between CSR initiatives and turnover intention
has also been studied.
b. Methods:A survey was conducted and questionnaires were distributed to a
sample in Macau in 2012.
c. Results: Managers preference for the casino brand of their employer can
be enhanced by perceptions associated with CSR initiatives. Two CSR
initiatives (CSR to stakeholders and to society) significantly decrease
managers turnover intentions, with the impact of CSR directed at stakeholders
exerting a stronger influence. Brand preference is a significant mediator of
perceptions associated with CSR initiatives and turnover intention.
d. Conclusion:

3. Research Objective(s) / Question(s)

State the Research Objectives:

how perceived corporate social responsibility (CSR)

initiatives influence internal customers preference and
turnover intention
a. State the Research Questions:

Can a socially responsible casino better retain its

management staff?
Effect of brand preference on the relationship
between CSR initiatives and turnover intention

4. Literature Review

CSR :Aguilera et al. (2007), (Dougherty et al., 1985)

Carroll (1999, p. 283) Maignan et al. (1999) (Mohr et
al., 2001; Matten and Crane, 2003; Mandhachitara
and Poolthong, 2011). (Sen and Bhattacharya, 2001).
(Sen and Bhattacharya, 2001). Mohr et al. (2001)
Kotler and Lees (2008). (Sharma and Kiran,
2013(Porter and Kramer, 2006). Pedersen (2010)
Mohr et al. (2001), Galbreath (2010)

5. Research Model / Conceptual Framework

H1: (-) companys perceived CSR initiatives toward society. the lower

managers turnover intention

H2:(-) a companys perceived CSR initiatives to stakeholders. managers
turnover intention
H3 :(-) The higher brand preference managers have toward their

employers turnover intention

H4a:(+/-) Brand preference managers perceptions of CSR to society

and their turnover intention.

H4b:(+/-) Brand preference ..managers perceptions of CSR to

stakeholders and their turnover intention

6. Research Design

a. Research Approach: (Inductive/Quantitative)

b. Research Strategy: (Survey)
c. Data Collection Tool: (Questionnaire)
d. Data Collection Technique: (By hand)
e. Study Population: 138 valid samples were

collected among casinos mid- and senior-level

employees having managerial positions (hereafter
managers).
f. Sample Size:138
g. Sampling Strategy: random

6. Research Design (Cont.)

Measures

i. Perceived CSR initiatives:(11, Adopted; Mohr et al., 2001; Matten and Crane, 2003;
Pedersen, 2010; Turker, 2009)
ii. Turnover intention:(6; Adopted; Shore and Martin (1989)
iii. Brand preference:(4; AdoptedSirgy et al. (1997), Yoo et al. (2000), and Jamal and
Goode (2001)
Software
.Tests

i.

Used for Analysis:

Applied for Testing:

Instruments: likert scale

ii. Data Sets
iii. Proposed Relationships: Bartletts test of sphericity, Cronbachs a,Regression

7. Testing

8. Findings
The higher a companys perceived CSR initiatives

toward society (societal CSR), the lower managers

turnover intention
The higher a companys perceived CSR initiatives to
stakeholders, the lower the managers turnover
intention.
brand preference has a significantly (-) effect on
employee turnover intention

9. Conclusion

a. Implications of Study
i. Practitioners
This study verified the effect of two major CSR domains on brand
preference and managers turnover intention in the context of the
gaming industry. The results suggest that firms can reduce
managers turnover intention by undertaking various CSR practices.
ii. Academicians
The empirical results of the current study clearly indicate that
managers could learn from internal customer opinions about their
CSR practices. In the long run, this may help companies in retaining
their best talent.

10. Limitations / Future Directions

a. Limitations of Study
.
.

This study only focused on managers.

Several other factors associated with the implementation of CSR activities
that extend beyond the realm of the current study could be considered,
including shareholder, competitor, and supplier concerns.

b. Future Directions
Future studies may consider testing how perceptions associated with
CSR initiatives would affect other stakeholders, including other kinds of
internal customers.
Future research could be carried out from a more generalist stand point
and with a much larger sample size in order to reduce correctional bias.
It also could extend to different types of employees, such as part-time or
contract workers.
Many interesting issues remain unexplored in this area.

Summary
A research has been conducted on Casino to find out if its social

responsibility is significantly effective for retaining its management staff.

The study has been extracted from a research paper of IpKin Anthony,
Wong Matthew, Liu Rongwei Chu Guicheng, James Shi, James L.Brock,
and Ting-Hsiang Tseng.
The purpose of the research was to investigate the effect of social
responsibility initiatives on two domains of the organization; CSR
initiatives towards society and CSR initiatives towards stakeholders. The
research was conducted through questionnaires among 138 valid samples
of Casinos managerial employees and the results reflected a positive effect
of CSR initiatives and showed reduced employees turnover as compared to
the brand preference.
Since the research is limited to only the managerial staff of the
organization, its findings cannot be necessarily generalized on the entire
organization; and future studies can be conducted in other areas of an
organizations stakeholders.

Conclusion

The study showed that an organizations initiatives to

be socially responsible, significantly affect the
employees perceptions towards the organization and
their level of satisfaction. CSR initiatives towards
society and the stakeholders significantly reduces the
employees turnover ratio but the brand preference has
relatively lower impact on the employees turnover.