The purpose of this study was to verify the influence of employees perception of the motives to promote CSR activities on organizational commitment from a social psychological perspective. For this, the attribution theory was referenced, and the research on the motives to promote CSR activities was integrated, and the research was conducted in terms of value-driven motives, stakeholder-driven motives, strategic motives, and Egoistic motives. Organizational commitment was subdivided into affective commitment, normative commitment, and continuance commitment. As a result of the empirical analysis, value-driven motives and stakeholder-driven motives had a positive effect on affective commitment, but Egoistic motives negatively affected affective commitment. And only if it was value-driven motives, it had a positive effect on normative commitment. Strategic motives and Egoistic motives positively influenced Continuance commitment. In the case of strategic motives, affective commitment and normative commitment were not significant, but they had an effect in the positive (+) direction. Academic implications through this study studied the motivation for promoting CSR activities from a four-factor perspective, and in order to increase the organizational commitment of employees, CSR activities are promoted with value-driven motives and stakeholder-driven motives, especially when promoted with strategic motives was predictable. Through the above research process and results, this study has the following five implications in practical terms. First, a four-factor study with an integrated perspective is recommended when reviewing CSR activities in companies. Second, the motives to promote CSR activities can have an effective effect on employees organizational commitment. Third, in order for the stakeholder-driven motives to have a positive impact on organizational commitment, the needs of the stakeholders must be met and the company's voluntary CSR activities must be strengthened. Fourth, in the case of strategic motives, affective commitment, normative commitment, and continuance commitment were positive. Recognizing a company's CSR activities as a strategic motives can have a positive impact on employees' organizational commitment. Therefore, the CSR activities are reflected in the organization's strategic system diagram, thereby strengthening the link between the organization's vision and the CSR strategy, and by performing CSR activities related to the company's products and services, the company's profits and social benefits can be created simultaneously. Lastly, even if CSR activities were performed with Egoistic motives, it was found that there was a positive effect in terms of continuance commitment.