Research proposal on the relationship between corporate social responsibility and strategic human resource management

Abstract

Abstract:The purpose of this study is to develop a conceptual framework in order to analyse the relationship between corporate social responsibility and strategic human resource (HR) management. Thus far, both disciplines have advanced in isolation. Therefore, this paper aims to examine if a combination of these research lines can provide competitive advantages for enterprises. Specifically, we will analyse how a socially responsible orientation in the HRs practices can contribute to the achievement of these advantages through performance variables, such as work environment and intellectual capital.

Socially Responsible Human Resource Management and Employee Perception: The Influence of Manager and Line Managers

“…These results are curious, since, certainly, both aspects are the subject of great legal and social debate and because they are not congruent with the conclusions of authors like those in References [48,49], for whom offering conciliation measures improves employees' sense of belonging and increases their productivity; nor to the conclusions of References [14,50] for whom offering equal opportunities, non-discrimination and respect improves individual behavior and guarantees greater commitment to the organization. Nevertheless, in our particular case, these results can be explained, as remarked previously, by the fact that the staff of the firm is very homogeneous in terms of training, age, gender, nationality, etc.…”

“…Similarly, SR-HRM literature shows that establishing HR policies and practices with a sense of social responsibility requires a form of egalitarianism [27,41,42]. Ensuring that selection, promotion and treatment of individuals is on the bases of merit and ability; developing a set of actions oriented to increasing awareness of heterogeneity or promoting the skills of minority groups are considered vital policies and practices of HRM for a company committed to social responsibility [14,15,40,43]. The same is true of HRM policies and practices which promote co-operation, communication and encouraging shared objectives, and those could be described as SR-Collaborative policy [30,43].…”

“…Each policy was defined following the set of practices measured through different questions (see Appendix A). The SR-Job analysis policy was created especially from the review of the studies [14,15,50] and [22] taking into account the importance of these practices, as shown in the literature review of the Job Characteristic Models. To measure HR policies, we asked HR managers, line managers and employees to indicate whether the firms develop these polices.…”

“…(3) In addition, more recently, what pattern of SR human resources practices combine to allow the most effective building of a SR-HRM system (e.g., References [14][15][16]).…”

Drivers and Barriers in Socially Responsible Human Resource Management

“…The theoretical framework is supported by the stakeholder theory developed by Freeman [9], with special attention to the premises of Greenwood and Anderson [10], Buciuniene and Kazlauskaite [11], and Barrena-Martinez et al [12], who identify employees as one of the most important stakeholder groups in the development of socially responsible actions in HRM. The manuscript acts as a theoretical complement to the foundations of the social integrative approach, which considers that the integration of the social demands of workers can improve their well-being and motivation, as well as add overall stakeholder value.…”