Corporate Social Responsibility (CSR) plays a significant role in Human Resource Management (HRM), especially when it comes to stipulating desired employee performance or behaviour, such as work performance, job satisfaction, organizational commitment or retention. However, the academic literature offers very fragmented or partial answers to questions addressing this issue, as many scholars focus exclusively on e.g. one-country or one-industry based sample only. Therefore, the objective of this paper is to summarize the current "state-of-the-art" trends in academic literature and thereafter, based on the findings, propose a broader contemporary conceptual approach to managing CSR in relation to employees. The results suggest a positive causal relationship between CSR and desirable employee behaviour, with job satisfaction often playing the function of a mediator. The findings also suggest that adding CSR to HRM practices could improve employees' work attitudes. In doing so, full compatibility with other concepts and principles across the organization is a premise.

Local and regional authorities are often held responsible for implementing social and economic “population drain reduction” policies but at the same time are constrained with little fiscal power and inability to access resources. Being considered the “backbone” of local economies, it is on small- to medium-size enterprises (SMSEs) to come up with an “out-migration” solution which would be effective; yet at the same time sustainable, and adding social value to the local or regional development. Therefore, using a sample of 24 SMSEs from the hospitality industry environment, this paper empirically examines corporate social responsibility (CSR) as a prerequisite for employees’ affirmative work attitudes, such as job satisfaction (JS), effective organizational commitment (OC), and employees’ voluntary retention (R). Inspired by Carroll’s (2015, 2016) four-dimensional concept of CSR (economic, legal, ethical, and philanthropic dimension), the findings suggest a significant causal relationship between CSR and the examined employees’ desirable behavior outcomes. However, it is mainly the ethical and legal dimension of CSR that influence all three employees’ affirmative work attitudes - JS, effective OC, and voluntary R. The contribution of this paper also lies in amounting to the body of scholarly literature on CSR in respect to employees. Most works focus on other stakeholders but employees, or are set in different cultural settings or geographical regions, mainly in Asia, and thus their findings might be difficult to implement in the Central European context. Highlights for public administration, management and planning: • CSR as a prerequisite for sustainable management of employees’ retention in small-to medium- size enterprises. • CSR may act as an approach to reduce “out-migration” faced in local and regional development. • SMSEs adding a social value to local and regional development.

The hospitality industry plays a significant role in regional development as its services are a prerequisite for tourism growth, which on the premises of sustainability has become a major contributor to socioeconomic growth. Unfortunately, the hospitality industry has been continuously struggling with high employee turnover and a significant "within" and "out of" labour mobility, regardless of the phase of the business cycle, time, or geographical region. This could be reasoned by employees historically viewing offered jobs in the hospitality industry as low-paid, with little or no promotion possibilities, giving the employees little or no room for self-development and realization of their full potential as human beings, and thus "labelled" as low social status jobs; yet seasonal, stressful, time demanding, and monotonous. Therefore, drawing upon Carroll's (2015Carroll's ( , 2016 four-dimensional concept of corporate social responsibility, this study, using a set of multiple regression analyses, empirically examines the effect of each dimension (economic, legal, ethical, and philanthropic) on hospitality industry employees' attitudes and behaviour such as job satisfaction and organizational commitment, which eventually lead to lowering employees' turnover intentions. The sample under analysis (n = 411) was collected from employees of 24 small-or medium-size lodging enterprises located in Prague, as the small-to medium-size businesses are the "backbone" of local economies. Results indicate a significant influence of corporate social responsibility on the above-mentioned employees' attitudes or behaviour. However, not all four dimensions play the same role in stimulating the desired employees' behaviour outcome. This study also contributes to the literature on corporate social responsibility as scholarly literature gives it little room in relation to employees, especially in the Central European context.

The hospitality industry has been continuously struggling with high employee turnover and a significant “within” and “out of industry” labour mobility, regardless of the phase of the business cycle, time or geographical region. Additionally, as in any other service industry, employees’ performance is frequently the only way how to differentiate among otherwise almost identical outputs and the only way how to build and attain customers’ satisfaction, trust, and loyalty. Thus, employees’ motivation plays a significant role in stipulating hospitality industry employees’ work performance, where job satisfaction (JS) often plays a mediating role between employee’s needs and his or her ultimate work behaviour, such as work performance, organizational commitment or voluntary retention. Unfortunately, scholarly literature gives little room to Corporate Social Responsibility (CSR) functioning as a motivation factor in relation to employees. Therefore, the purpose of this paper is to fill in this gap and to examine the link between CSR and JS of hospitality industry employees using regression analysis. Drawing upon Carroll’s four-dimensional concept of CSR, the results of this paper indicate a significant positive causal relationship between the ethical, economic, and legal dimensions of CSR and JS; however, a significant positive causal relationship between philanthropic CSR dimension and JS was not confirmed.