近幾年來企業社會責任(Corporation Social Responsibility)的概念風行世界各國，台灣政府和許多企業也開始積極的推行和落實企業社會責任，讓企業不僅只是經濟的引擎，更是能為社會帶來改變的企業公民。
管理大師波特曾指出，若是能將企業社會責任與經營策略做結合，將能成為企業未來的競爭力，履行企業社會責任不僅能為企業建立良好聲譽、提升財務績效、提高消費者滿意度，更能增加員工生產力、向心力，降低流動率，並且吸引優秀人才為企業效力。企業社會責任不僅是外部行銷工具，也是企業良好內部行銷工具之一，英國調查公司MORI調查發現，企業在社會責任上的表現將會成為員工是否願意傾力為企業效命的原因，當員工知覺企業的企業社會責任程度越高，員工越會認同企業的行事風格，對企業有高度組織承諾，進而產生正向的行為態度和表現。
本研究以問卷方式，探討員工企業社會責任認知、組織認同和工作滿意度之間的關係，研究結果顯示：(1)員工於顧客面、經濟面和員工面的社會責任認知對組織認同有顯著的正向影響；(2)組織認同對員工工作滿意度具有顯著的正向影響；(3)員工於顧客面、經濟面和員工面的社會責任認知對工作滿意度有顯著正向的影響；(4)員工於顧客面、經濟面和員工面的社會責任認知會透過組織認同的中介效果，對工作滿意度產生顯著正向的影響。

關鍵字：企業社會責任認知、組織認同、工作滿意度

In recent years, the concept of Corporate Social Responsibility has become popular all around the world. Taiwan government as well as many companies has begun to actively promote and implement Corporate Social Responsibility, which makes enterprises not only the economic engine, but also the society corporate citizens that can bring changes to the society.
In this study, questionnaire survey was adopted to discuss the relationship among employees’ cognition of Corporate Social Responsibility, organizational identity and job satisfaction, with the results shown as follows: 1. Employees’ cognition of Corporate Social Responsibility in the aspects of customer, economy, and employee had significantly positive effect on organizational identity; 2. Organizational identity had significantly positive effect on employees’ job satisfaction; 3. Employees’ cognition of Corporate Social Responsibility in the aspects of customer, economy and employee had significantly positive effect on job satisfaction; 4. Employees’ cognition of Corporate Social Responsibility in the aspect of customer, employee might have significantly positive effect on job satisfaction through the mediating effect of organizational identity.

Key words: Corporate Social Responsibility, Organizational Recognition, Job Satisfaction

INTRODUCTION
Most studies on Corporate Social Responsibility in the past were about the discussion on the issues of financial performance and consumer perception (Fombrun & Shanley, 1990; Mohr & Webb, 2005). It was indicated in the study that the fulfillment of Corporate Social Responsibility had positive impact on the enhancement of corporate reputation and image, which would bring good financial performance and enable enterprises to attract good employees; moreover, employees’ morale and loyalty to enterprises can be enhanced as well (Branco & Rodrigues, 2006). Therefore, the impact of Corporate Social Responsibility on the behavior and performance of employees should be taken seriously. When enterprises give attention to the society and take responsibility for all of its stakeholders and when employees identify the Corporate Social Responsibility that enterprises implement, employees can feel the positive and well-intentioned actions done by enterprises, and this will effectively strengthen employees’ organizational recognition and affirmation (Yang Zhengzhong 2006; He Minghong, 2007; Chen Tingli, 2006; Xu Shuya, 2008).
Based upon the research background mentioned above, this study develops a framework relating Corporate Social Responsibility, organization recognition and job satisfaction, specifically examining following aspects: (1) to understand the effect of Corporate Social Responsibility brings on organization recognition and job satisfaction; (2) to find out the perception of Corporate Social Responsibility from the staffs in a small and medium machining cutting tools company.

MATERIALS AND METHODS
Questionnaires in the perspective of Corporate Social Responsibility were designed based on scale facets of Corporate Social Responsibility proposed by Brunk (2010) and perception study questionnaire of Corporate Social Responsibility by Wang Wenxuan (2013). Organizational identity questionnaire was mainly from organizational identity scale developed by Cook and Wall (1980) which was modified to fit the objects of study. Question terms regarding job satisfaction were primarily modified from Minnesota Satisfaction Scale.
Questionnaires in this study were distributed to the staffs of a small and medium machining cutting tools factory in southern area. The data was collected to conduct factor analysis, reliability analysis, Pearson correlation analysis, and regression analysis to verify the hypothesis of the study.

RESULTS AND DISCUSSION
The results of analyzing are summarized as follows:
1. The reliability analysis and validity analysis reveal that the data of variables is accordance with inspection standard. That means the questionnaires have a good explanation and are with consistency.
2. In Table 1, Pearson correlation analysis shows that variables of corporate social responsibility have significant relationships on organization recognition and job satisfaction. The relationships between them are positive (see table 1).

In Table 2, the multi-regression analysis presents that employees’ cognition of Corporate Social Responsibility in the aspects of customer, economy, and employee had significantly positive effect on organizational identity; Besides, organizational identity had significantly positive effect on employees’ job satisfaction; Moreover, employees’ cognition of Corporate Social Responsibility in the aspects of customer, economy and employee had significantly positive effect on job satisfaction; Finally, Employees’ cognition of Corporate Social Responsibility in the aspect of customer, employee might have significantly positive effect on job satisfaction through the mediating effect of organizational identity.

CONCLUSION
1. Corporate Social Responsibility plays an important role in enterprise operation and
management.
In recent years, Corporate Social Responsibility has become an integral strategy for enterprises’ sustainable development. Promoting Corporate Social Responsibility internally and externally has significant impact on employees’ organizational identity and job involvement.
2. Enterprises should implement Corporate Social Responsibility deepen employees’ organizational identity.
Enterprises should commit to providing employees with a fair, caring, and human-base managed work environment and making Corporate Social Responsibility part of the organizational culture and business strategy, which will increase employees’ recognition and trust and enhance employees’ sense of belonging and solidarity to the enterprises.
3. Formulating Corporate Social Responsibility strategy from the perspective of employees can improve their job satisfaction
Corporate Social Responsibility is not only a good external marketing tool, but also an internal marketing tool. The application of the marketing activities originally used externally in internal customers – employees, can improve employees’ organizational recognition and satisfaction and also reduce staff turnover rates, turnover intentions, sabotage, absenteeism and other negative behaviors.

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