This document provides a theoretical analysis of the relationship among three of the dimensions of corporate social performance (client and supplier relations, shareholder relations, and, relations w i t h civil society) and employee job satisfaction in an organization. By incorporating the corporate social performance approach and Festinger's (1957) cognitive dissonance theory to a meso-framework, which combines both contextual and individual variables, a set of propositions are presented that specify the conditions in which social responsibility practices are more likely to positively influence the level of job satisfaction among employees. At the end, this article highlights empirical research questions to be addressed in future research based on hierarchical linear modeling, including a discussion of both theoretical and practical implications.
