This study examined the relationship between internal corporate social responsibility and employee positive and negative attitudinal and behavioral outcomes. Moreover, the explanatory mechanism is proposed and empirically tested to explore that how and when internal CSR influence employee behavior. To serve this objective the study incorporates the moderating role of culture, leadership and the mediating role of social identity in the explanatory mechanism. The dissertation consists of six chapters. In the introduction, the rationale of the exact demarcation of the subject under consideration, research gaps identified are explained along with the theoretical and practical significance of the topic. Chapter 1 precisely explains the aims of the research, followed by the details regarding the underpinning theories that lead to the construction of the research objectives and research hypothesis. Chapter 2 presents a coherent, focused summary of the current state of knowledge about the internal CSR and its relationship with various work-related outcomes in the context of culture, social identity, and leadership. Literature review in this study is intended to provide the review of previous researches relevant to the current problem under investigation. Finally in this section of the dissertation in the context of the gaps of existing research/theories; the theoretical model and hypothesis are proposed. Chapter 3 addresses the overall plan for conduction of the current study is explained. This section answers the basic questions pertaining to the study that how it was structured and how its various components were integrated. It comprises of the outline the way data were collected and analyzed. Moreover, it explains the elements of research design, instrument development, data collection and statistical tools used to collect and analyze the data. The study adapted the mixed method design strategy to serve the intended research objectives. The qualitative study employed a document analysis and interviews. Quantitative data for the study was collected through the self -administered questionnaires and the sample of the quantitative study consisted of 530 employees and for the qualitative study 20 CSR experts were interviewed, working in the top five banks in Pakistan. In chapter 4 the results of both qualitative and quantitative study will be presented. The document analysis and content analysis of interviews. The quantitative results include demographic analysis, confirmatory factor analysis, reliability analysis, path analysis, mediation analysis, and multiple moderated regression analysis. The interpretation of results is presented with the help of tables and figures. The analysis of the interviews shows that there was general consensus found among the respondents about the internal corporate social responsibility and its benefits for employee attitudinal and behavioral outcomes. Further, the findings of the quantitative study endorsed the role of culture, organizational identification and leadership in the relationship between internal CSR and employee-related outcomes. In the quantitative study, structural equation modeling was used to test the link between internal corporate social responsibility and employee attitudes and behavior. Similarly, path analysis was used to test the mediation. Results revealed that internal CSR significantly influences employee attitudinal and behavioral outcomes. The internal CSR was positively and significantly linked with work engagement, knowledge sharing behavior, organizational citizenship behavior similarly internal CSR was significantly and negatively linked with stress and organizational cynicism. However, there existed an insignificant negative relationship between internal CSR and perceived organizational obstruction. Further, the results showed that organizational identification mediated the relationship between internal CSR and employee attitudinal and behavioral outcomes. Process method written by Hayes was used to test the moderation hypothesis. The study found significant support for moderating variables collectivism and Leader-member exchange. Although all the hypothesis related to the moderating role of LMX were not supported. The interaction effect of internal CSR and collectivism was found significant. Similarly, the interaction effect between organizational identification and LMX was also significant for work engagement, knowledge sharing behavior, organizational citizenship behavior, and organizational cynicism. However, the interaction effect of organizational identification and LMX was found to be insignificant for stress and perceived organizational obstruction. Chapter 5 chapter concludes the dissertation and based on the conclusion the theoretical and practical implications are suggested. And finally, the chapter is closed by highlighting the possible future research directions. Chapter 6 presents the main conclusions followed by the important and novel findings of the research.