Assignment Title : Run Partial Correlation (Assignment 1)

Student’s Name : Goh Jia Quan (GS65807)

Course : KOM6115 Advanced Statistics for Communication Research

Lecturer : Prof. Dr. Jusang Bin Bolong

Assignment Topic and Tasks: Run Partial Correlation based on data provided.

A. Case Study

B. Research Variables

C. Research Objective

D. Conceptual Framework

E. Hypothesis

F. Result (table/interpretation/implication and suggestion of study)

G. Appendix: SPSS output.

 Table of Content

No. Title Page

1. Table of content 1

2. Case Study 2

3. Research Variables 2

4. Research Objective 2

5. Research Framework 2

6. Hypothesis 3

7. Results 3

8. Discussion and Conclusion 4

9. Implication 5

10. Limitation and Future Research Scope 5

11. Appendix 6

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1. Case study

A researcher surveyed 210 respondents about the corporate social responsibility of their

organizations. The questionnaire consisted of five parts. Respondents filled in their demographic

information in Part A. Meanwhile, Part B measures the awareness of the organization’s CSR

initiatives (AW); Part C measures the congruence between the organization and CSR initiatives

(FT); Part D measures the organizational motives for engaging in CSR initiatives (MT); and

lastly, Part E measures the employees’ attitude toward the organization (AT).

2. Research Variables

1.

2.

2.1. Independent variables: CSR Awareness. 1= Strongly disagree … 5= Strongly agree

(Compute to score/ratio)

2.2. Dependent Variables: CSR Motivation. 1= Strongly disagree … 5= Strongly agree

(Compute to score/ratio)

2.3. Control variables. Employees’ attitude toward the organization (AT).

3. Research Objective

This study aims to identify the relationship between the awareness of the organization’s CSR

initiatives (AW) and the motivation for engaging in the CSR initiatives (MT) by controlling the

employees’ attitude toward the organization (AT).

4. Research Framework

Figure 1 illustrates the research conceptual model to be tested in the current study.

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Figure 1. Research Conceptual Framework.

Employees
attitude (AT)

CSR
Awareness CSR Motivation

5. Hypothesis

Based on the literature review, the current study hypothesis is as follow:

Ho: control of variable employees’ attitude, there are no significant relationship

between CSR awareness (AW) with CSR motivation (MT).

Ha: control of variable employees’ attitude, there is a significant relationship between

CSR awareness (AW) with CSR motivation (MT).

6. Results

6.1. The Relationship between CSR awareness and CSR motivation.

Based on Table 1, it is indicated that without controlling the employees’ attitude toward the

organization (AT), there is a moderate positive and significant relationship between the

awareness of the CSR and the motivation for engaging in the CSR activities (r = 0.616, p =

0.00).

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 Besides, there are also relationships between the control variable (AT) and the other two

variables (AW and MT), which is a moderate positive relationship between AT and CSR

awareness (r= 0.570, p= 0.00) and strong positive relationship between AT and CSR motivation

(r= 0.782, p= 0.00). This means that the MT is strongly influenced by the employees’ attitude.

Therefore, there is a need to control AT in this study.

Table 1. Coefficients of Inter-correlation Variables

Variable CSR motivation CSR Awareness Employees attitude
CSR motivation 1.000
(0.000)
CSR Awareness 0.616 1.000
(0.000) (0.000)
Employees attitude 0.782 0.570 1.000
(0.000) (0.000) (0.000)

According to Table 2, by controlling the employees attitude toward the organization (AT), it

is observed that significantly, there is a weak positive relationship between the CSR awareness

and CSR motivation (r= 0.333. p= 0.000). The correlation coefficient between AW and MT

decreased from 0.616 to 0.333 after controlled with AT. Therefore, the null hypothesis is rejected

in this study.

Table 2. Coefficients of Inter-correlation Variables With Controlling Variable

Variable CSR motivation CSR Awareness
CSR motivation 1.000
(0.000)
CSR Awareness 0.333 1.000
(0.000) (0.000)

7. Discussion and Conclusion

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 Motivation for engaging in the CSR activities is influenced by several factors. The drive to

participate in CSR can be influenced by an organization's culture and principles. Employees and

executives are more likely to be inspired to participate in CSR efforts if the company sets a high

priority on social responsibility and environmental sustainability. Executives' and workers' own

values and beliefs might also have an impact on their motivation to participate in CSR. People

who work for the company could be inspired to support and take part in CSR efforts if they feel

they have a personal obligation to improve society or the environment. Swift et al.’s (1989)

theory concluded that the CSR should be a KPI for every company. Our results agreed with

Augustine (2020) that had proven that exposure of organization’s CSR plan for the employees

can increase the willingness of them to participate in CSR programmes. By enhancing an

organization's reputation and boosting its appeal to clients and investors, CSR can give it a

competitive edge. The ambition to outperform rivals may serve as the driving force behind CSR

participation. Customers, shareholders, employees, and other stakeholders may put pressure on a

company to participate in CSR. The organisation may be driven to participate in CSR efforts if

stakeholders are expecting the company to be more accountable and transparent.

8. Implication of the study

As a conclusion, this research was carried out using survey research method and it examined

CSR willingness. The use of a survey for data collection gives a knowledge of the nature of CSR

among employees. The research findings provide some recommendations to corporate for

enhancing CSR activities in their own company. It is strongly advised that government provides

incentives for private corporate to participate in CSR activities in order to promote a healthier

society.

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9. Limitations and future research scope

Despite the current study's significant investigations, some shortcomings were found that

ought to be addressed in follow-up studies. One possible negative was the low number of

responses. However, rather than its generalizability, the current study is noteworthy for its

theoretical insights. In addition, there are more factors that affect the willingness of CSR

participation such as time, transportation and venue. These factors should be considered in the

future measurement. Furthermore, gorvernment agencies should be included in the future studies.

APPENDIX

Correlations
Control Variables ScoreAW ScoreMT ScoreAT
-none- a
ScoreAW Correlation 1.000 .616 .570
Significance (2-tailed) . .000 .000
df 0 208 208
ScoreMT Correlation .616 1.000 .782
Significance (2-tailed) .000 . .000
df 208 0 208
ScoreAT Correlation .570 .782 1.000
Significance (2-tailed) .000 .000 .
df 208 208 0
ScoreAT ScoreAW Correlation 1.000 .333
Significance (2-tailed) . .000
df 0 207
ScoreMT Correlation .333 1.000
Significance (2-tailed) .000 .
df 207 0
a. Cells contain zero-order (Pearson) correlations.