Abstract
This study empirically demonstrates the essentiality of addressing employees' psychological needs of autonomy, competence, and relatedness through CSR-specific activities which intrinsically motivate employees to find their work engaging and execute their jobs by being innovative in their approach. In this direction, a theoretical model is proposed and empirically validated by executing a questionnaire survey among 585 employees of various luxury hotels in India. The findings of this study build on and extend previous research in the growing area of CSR and its outcomes. Theoretically, through the establishment of some novel links, this study furthers insight into the domain of micro-CSR where research is still fragmented. Besides, the paper outlines key practical implications for managers in helping them realize how to build and maintain an engaging and innovative workforce.