How changes in work structure influence employees’ perceptions of CSR: millionaire managers and locked-out laborers

O’Connor, Amy; Paskewitz, Emily A.; Jorgenson, Derek A.; Rick, Jessica M.

doi:10.1080/00909882.2015.1116706

Cited by 10 publications

(8 citation statements)

References 31 publications

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“…The conclusions from the research conducted in this article are consistent with the results of the research presented in the literature, which show that the use of CSR in HRM brings many benefits: better matching of employees to the roles performed in the organization, higher company income, and lower employee turnover [16,[23][24][25][26][27][28][29]47]. Moreover, researchers indicate that organizations assuming stabilization and long timing in the employees' contract are going to achieve sustainable performance, assuring socially responsible practices and CSR [62].…”

Section: Discussionsupporting

confidence: 83%

“…CSR can help to attract the best talent, as job applicants increasingly value CSR-related aspects and CSR can inform HRM selection procedures on issues of diversity and equal opportunity [16]. In addition, the implementation of CSR practices affects the greater involvement and motivation of employees, their efficiency, morale and retention of employees in the organization [26][27][28][29].…”

Section: Corporate Social Responsibility and Its Relation To Hrmmentioning

confidence: 99%

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The Aspects of Corporate Social Responsibility in the Job Candidates’ Recruitment and Selection Processes in a Teal Organization

Pisarska¹,

Iwko

2021

Sustainability

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(1) Background: Corporate social responsibility (CSR) is a concept, which from its very beginning, has been dividing researchers and practicians into its supporters and opponents. The owners of some organizations can still see in it its great value and implement its premises, among other things, in the human resources management processes. (2) Methods: The aim of the research presented within this article was to define the aspects of CSR in the processes of recruitment and selection of candidates to work in the teal organization and the motifs of implementing the aspects of CSR into these processes. A qualitative research strategy was applied in order to achieve reliable research results, and a single embedded case study was used as a tool of this research. The research information was gathered with the use of the following research methods: interviews, analysis of the documents, and analysis of the audio–visual materials (video recordings). The research was carried out in one of the leading teal companies in Poland, Marco Company Ltd. (3) Results: In the organization being researched, the aspects of the teal organization were identified in ten elements of the job candidates’ recruitment and selection processes. They permeate the entire process of recruitment constituting its inherent feature. The inclusion of CSR aspects into the processes of the job candidates’ recruitment and selection allows the company to gain such candidates who will make up the unique organization culture in cooperation with other Marco Company employees and will also fulfil corporate fundamental vision and mission. (4) Conclusions: The processes realized within the analysed company, including those in the field of job candidates‘ recruitment and selection, are to create a socially responsible and timeless business as the foundation of the welfare of the customers, suppliers, employees, company partners and local society. In order to achieve this purpose, the company needs suitable people, and that is the reason why CSR aspects are already included in the process of job candidates’ recruitment and selection.

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Section: Discussionsupporting

confidence: 83%

Section: Corporate Social Responsibility and Its Relation To Hrmmentioning

confidence: 99%

The Aspects of Corporate Social Responsibility in the Job Candidates’ Recruitment and Selection Processes in a Teal Organization

Pisarska¹,

Iwko

2021

Sustainability

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“…Furthermore, employees’ understanding of CSR includes reciprocity, fair treatment, economic justice and organizational structure (Connor et al. ).…”

Section: Philanthropic Approach Vs Humanistic Approachmentioning

confidence: 99%

“…The World Bank () reported that 98,029 new businesses were registered in India in the period 2011–2015. The total number of registered companies was more than 15.27 lakh ( The Economic Times , February 17, 2016).…”

Section: Introductionmentioning

confidence: 99%

Need for a Shift From a Philanthropic to a Humanistic Approach to Corporate Social Responsibility

Cheruvalath

2016

Ann Public Coop Econ

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As part of their business practices, the Indian government has made it mandatory for companies who have a turnover of 500 crores and above to spend 2 per cent of their net profits from the immediately preceding three financial years on corporate social responsibility (CSR). This article proposes to examine the issue of whether this enforced philanthropic responsibility of companies is helpful to both society and the organization. With the philanthropic approach it is not necessary for the organization to fulfill its responsibilities toward those who work in and for the organization, its customers and to the ecological system in general. Achieving both organizational growth and social development requires a shift from a philanthropic approach to a humanistic approach on the part of companies and the government, accommodating all its stakeholders.

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“…And it will particularly make these contributions to the existing research. First, despite the great importance of CSR issue for organizations and society in general, little is known about the micro-foundations of CSR (24), and the employee "s voice has been noticeably absent (25). By studying the effect of Socially Responsible HRM on talent retention form employee perspective the current study will contribute to the body of the knowledge by addressing this gap and answer to calls for researches on how CSR affects individuals level (26).…”

Section: Introductionmentioning

confidence: 97%

The Influence of Socially Responsible-HRM Practices on Retaining Talents

Rawshdeh¹,

Zain²,

Ismail³

2018

IJET

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Corporate Social Responsibility (CSR) and Talent Management (TM) are at pivotal point in their development. However, the absence of rigorous studies that explore the relationship between Talent Retention and dimensions of CSR in the literature is surprising. Thus, the attempt of current research is to address this gap in the literature, by studying the effect of Socially Responsible Human Resource Management (HRM) practices on talent retention. And to contribute to the body of the literature by providing further insights about the importance of CSR to TM. Also, by adopting Socially Responsible HRM practices as different CSR practices that can affect organizational retention through different processes and impact stakeholders in different way. Furthermore, it answers recent calls for additional research about the impact of CSR on retaining talents, and on how integrating CSR into the culture of the organization could provide the organization with valuable conception in the talent retention.

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How changes in work structure influence employees’ perceptions of CSR: millionaire managers and locked-out laborers

Cited by 10 publications

References 31 publications

The Aspects of Corporate Social Responsibility in the Job Candidates’ Recruitment and Selection Processes in a Teal Organization

The Aspects of Corporate Social Responsibility in the Job Candidates’ Recruitment and Selection Processes in a Teal Organization

Need for a Shift From a Philanthropic to a Humanistic Approach to Corporate Social Responsibility

The Influence of Socially Responsible-HRM Practices on Retaining Talents

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