Corporate Humanistic Responsibility: Social Performance Through Managerial Discretion of the HRM

Arnaud, Stéphanie; Wasieleski, David M.

doi:10.1007/s10551-013-1652-z

Cited by 69 publications

(79 citation statements)

References 112 publications

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“…In the last decate years an increasing number of scholars have published articles in referred journals and books; among these, Arnaud (2008), Amann et al (2011), Melé (2009, 2013, Kimakowitz et al (2011b), Rocha and Miles 2009;Dierksmeier and Pirson (2010), Dierksmeier et al (2011), Acevedo (2012, Beaudreau (2012), Spitzeck (2011), Pirson and Kimakowitz (2014), Lupton and Pirson (2014), Arnaud and Wasieleski (2014), Arandia and Portales (2015).…”

Section: The Humanistic Management Movementmentioning

confidence: 99%

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Understanding Humanistic Management

2016

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Humanistic management is a people-oriented management that seeks profits for human ends. It contrasts with other types of management that are essentially oriented toward profits, with people seen as mere resources to serve this goal. This article reviews the historical development of humanistic management and the ever-increasing body of literature on the concept as well as the different meanings that scholars attribute to it. It then explores what form a genuine humanism might have by presenting seven propositions labeled as: 1) wholeness, 2) comprehensive knowledge, 3) human dignity, 4) development, 5) common good, 6) transcendence, and 7) stewardship-sustainability. Next, it looks at four characteristics of a humanistic ethos for managing business: the view of the individual and human work, the role of the individual in the society and in interacting with nature, the business firm, and the purpose of business in society. Finally, it presents some insights for the practice of humanistic management.

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Section: The Humanistic Management Movementmentioning

confidence: 99%

“…Thus, Arnaud and Wasieleski (2014) consider the core of a humanist management to be promoting selfdetermination at work. This entails treating employees with respect and focusing on their wellbeing, satisfaction, and self-actualization at work.…”

Section: What Do Scholars Mean By Humanistic Management?mentioning

confidence: 99%

Understanding Humanistic Management

2016

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“…Likewise, staff working closely with communities or community relation employees may gain trust within the communities and be responsible for obtaining the licence to operate (Beamond et al, 2015b). Because social responsibility also includes community, diversity (Arnaud & Wasieleski, 2014) and the strong connection of diversity within the Latin American context, this study suggests diversity is directly associated with community relations. Therefore, the community relations frame is directly affected by decision making on diversity.…”

Section: Internal Framesmentioning

confidence: 86%

Section: Internal Framesmentioning

confidence: 99%

“…Humanism management applied to HRM has been used to promote CSR values and generate social-minded outcomes (Arnaud & Wasieleski, 2014) and thus maps onto community relations. Studies show that applying humanist philosophy to the managerial discretion of a business organisation facilitates the internalisation of social values, behaviours and cooperation (Arnaud & Wasieleski, 2014). When a person develops and realises his/her talents, they engage with other people to obtain recognition but "will not feel like a complete person if they are not treated with respect and dignity" (Arnaud & Wasieleski, 2014, p. 321).…”

Section: Internal Framesmentioning

confidence: 99%

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Translation of corporate talent management strategies across subsidiaries in emerging economies

Beamond¹

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The rise of emerging markets in the global economy has compelled researchers to investigate methods of effectively translating corporate talent management (CTM) strategies to subsidiaries of multinational enterprises (MNEs) located in these markets. The duality between global integration and local responsiveness challenges multinational firms and generates barriers to the successful transfer of CTM practices. These barriers are embedded in corporate and subsidiary institutional environments and in the national and organisational culture of the host-country. Although scholars and practitioners have recognised the strategic importance of translating corporate practices to subsidiaries in these markets, there is scarce research on the translation of talent management strategies to emerging markets. This thesis focuses on how multinationals translate CTM strategies to their emerging market subsidiaries; a cross-disciplinary and multilevel approach is used to investigate.This thesis advances the notion that institutional theory, the resource-based view, and the strategic choice view are useful approaches to examine the process of translating CTM strategies to emerging markets, but also delves further into the institutional and cultural factors that influence transfer success at corporate and subsidiary levels in both metropolitan and provincial areas.Analysing the phenomena through the lens of strategic talent management sheds further light on how leaders of multinationals make choices about translating CTM strategies to gain competitive advantage. The thesis also attempts to identify the key organisational agents or decision-makers that transfer CTM strategies to a local context and the key frames that affect translation in emerging markets. It then proposes that strategic choices are subject to predetermined mind-sets and institutional environments that may shape managerial beliefs on action choices. This thesis includes three essays. As a theoretical point of departure for future study, the first essay develops a heuristic framework discussing the relevant theories and suggesting propositions.Within the talent management literature, this essay, as an introduction to the thesis, assesses the translation, talent management, and emerging markets literatures. The second essay is an empirical single case study of a worldwide corporation with large investments in the emerging markets of Latin America. By drawing on the framework, through the strategic choice theory, this essay examines the balance between the decision-making processes of key agents in reaction to corporate strategies surrounding the talent required for organisational sustainability and the institutional 3 effects of the host country. This study highlights three decision making groups at corporate and subsidiary levels -including in metropolitan and provincial regions -and key frames that affect the decision-making translation of CTM strategies in emerging markets. The third essay is an empirical study that extends the theme of the decision-makin...

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Unveiling the impact of corporate humanistic responsibility on sustainable employee well‐being: Exploring perceived support and shared experiences

Koon

2024

Bus Strat Dev

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The significance of employee well‐being within corporate social responsibility (CSR) is widely acknowledged. However, while CSR often emphasizes its societal dimension, its humanistic aspect frequently remains in the background, with limited exploration of its connection to employee well‐being from this perspective. This study seeks to fill this gap by examining the role of corporate humanistic responsibility (CHR) in enhancing employee well‐being, focusing on its influence through perceived organizational support (POS) and homogeneous experiences (HEs), employing an emerging‐enabling process approach. Data were gathered from 236 employees across 70 multinational corporations through a two‐time point survey. The findings indicate that both POS and HE positively mediate the relationship between CHR, life well‐being, and psychological well‐being. However, the sequential mediation did not yield significant impacts on workplace well‐being. The study concludes by discussing the findings, theoretical and practical implications, limitations, and future studies. Through this exploration, a deeper understanding of how CHR can enhance employee well‐being from a humanistic perspective is attained, offering valuable insights for academia and corporate sustainability endeavors.

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Corporate Humanistic Responsibility: Social Performance Through Managerial Discretion of the HRM

Cited by 69 publications

References 112 publications

Understanding Humanistic Management

Understanding Humanistic Management

Translation of corporate talent management strategies across subsidiaries in emerging economies

Unveiling the impact of corporate humanistic responsibility on sustainable employee well‐being: Exploring perceived support and shared experiences

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