Purpose: The study explored how corporate social responsibility (CSR) policies influence employee engagement and workplace commitment in Kenyan corporate institutions. It specifically examined how employees understand and experience CSR in their daily work life and how these experiences shape loyalty, trust in management, and intention to remain with the organization.

Methodology/Design: A qualitative research approach was adopted, underpinned by the interpretivist philosophical foundation. Data were collected through semi-structured interviews with 20 participants, including employees and managerial staff, and analyzed using thematic analysis. Trustworthiness was ensured through credibility, dependability, confirmability, and transferability.

Findings: Results revealed that employees’ engagement and commitment were positively influenced by CSR practices that were perceived as supportive, aligned with personal values, and communicated transparently. Three themes emerged for each objective: perceived support and care, alignment with personal values, and visibility of CSR for engagement; trust in management, loyalty, and intention to remain for workplace commitment. Employees responded favorably when CSR initiatives were genuine, inclusive, and employee-centered.

Implications: The study highlights the importance of employee-focused CSR practices for improving motivation, loyalty, and retention. It reinforces Social Exchange Theory and Stakeholder Theory, emphasizing that employee, as key stakeholders, responds positively to organizational support and ethical practices.