Corporate Social Responsibility and Human Resource Management: Towards Sustainable Business Organizations

Introduction. Corporate social responsibility in human resource management today remains a topic of discussion among domestic and foreign scientists. After all, there are still no generally accepted methods for assessing the level of corporate social responsibility, as well as a proven relationship between corporate social responsibility and effective management of human resources.The aim of the study is to determine the place of corporate social responsibility in human resource management as a business-oriented approach to achieve high results in achieving the Sustainable Development Goals.Research methods. Google Tools were used to analyze the publication activity on the research topic and the data sample was generated from the scientometric database Scopus. Statistics from the State Statistics Service of Ukraine and the UN Global Compact were used. Comparative analysis was used in the study of key indicators that affect the level of corporate social responsibility at the micro and maro levels.Results. The obtained data confirmed the hypothesis of a strong close relationship between the studied phenomena - corporate social responsibility and human resource management. This led to the conclusion that increasing the level of corporate social responsibility in human resource management will allow to more effectively implement the key Sustainable Development Goals and to form a new corporate culture in the country.Perspectives. Requires further research into the level of the relationship between corporate social responsibility and human resource management, as well as the formation and improvement of methods for assessing the level of effectiveness of corporate social responsibility in human resource management.

The purpose of this study is to explore the role of corporate social responsibility (CSR) in the management of SMEs. Corporate Social Responsibility is an important factor of businesses and involves social and environmental issues. It deals with the internal and external environment of enterprises and aims at their continuous development. It helps the companies to be accountable to shareholders and stakeholders. The aim of the paper is to exprore corporate social responsibility in business management, the specific features of this, the approach of the organization of the parties involved. The methodology used is based on bibliographic research, text analysis and the linking of findings from research to the current state of affairs. The expected results of the study are focused on the necessity of the SMEs to take initiatives to improve the quality of corporate social responsibility and the importance of changes in these organizational structures in order to gain more responsibility and effectiveness. Also, it seems that there is a positive correlation between CSR and performance. The above findings can help to inform the public about the current situation of small and medium-sized enterprises and identify the causes of delays in the development of better corporate social responsibility in the business environment.

In the global marketplace of today, every little thing can give a company a competitive edge over competitors and affect its long-term viability. Human Resource Management and Corporate Social Responsibility have grown to be extremely potent instruments for businesses. Over the past ten years, there has been an unparalleled surge in the study of Human Resource Management (HRM) and Corporate Social Responsibility (CSR). The corporate community has shown a keen interest in this sector, in addition to researchers and academics, who have contributed to this increase. However, many corporations have yet to discover the potential of Corporate Social Responsibility (CSR) and Human Resource Management (HRM) and what they can help for their companies. This paper mainly reviews on take BYD for an example, to see how BYD can solve its recent problem based on Corporate Social Responsibility and Human Resource Management and hope Chinese corporations can use this as model.

Purpose– Forest industries affect cultural sustainability profoundly, but little information exists on integration of cultural sustainability aspects into their Corporate Social Responsibility (CSR) management. Global Reporting Initiative (GRI) guidelines comprising assessments of economic, ecological and social aspects are one of the most comprehensive CSR frameworks applied widely also in forest industries. The purpose of this paper is to evaluate, how the GRI guidelines encompass cultural sustainability when assessing forestry and forest industry operations in a global context and to recognize the cultural sustainability themes that need additional information in forest industry companies’ CSR reporting.Design/methodology/approach– In the qualitative analysis, expert interview material on indicators identified for assessing the cultural sustainability of forest bioenergy production in North Karelia was compared with the contents of the GRI guidelines. The focus on classifying the cultural indicators according to GRI contents was to recognize in the context of forest bioenergy production, the links between cultural sustainability and other sustainability dimensions and to illustrate the new themes that cultural sustainability integration would bring to CSR management of the business. In addition, information was acquired from the general themes of cultural sustainability which are currently lacking from the GRI guidelines.Findings– The results of the show that most of the cultural indicators in the expert interview material were associated with aspects of economic, environmental or social sustainability when classified according to the GRI guidelines. Despite this, it seems that a more profound integration of cultural sustainability evaluations in CSR management is required. The analysis of this study showed that the themes “Impacts on landscape,” “Timeline of impacts,” “Spiritual values,” “Persistence of traditions” and “Adaptability to cultural change” are not approached in the GRI guidelines at all. All of the identified themes approach issues, which have been found to be crucial in forest industries’ operations not only in a local, but also in a global context.Research limitations/implications– The analysis of this study was limited to cultural characteristics of forestry and forest industries especially in the case of forest bioenergy production in North Karelia, Eastern Finland. Due to this, the results cannot be generalized directly into other CSR management contexts of forest industries in different geographical areas. Despite this, the results of this study indicate that when aiming to enhance the acceptability of forest industries in energy production as well as in other branches of forest industries, new insights are needed on the integration of cultural aspects in CSR management.Originality/value– The pressures toward using local forest resources are increasing internationally. As a result of this, the managers and politicians responsible for making decisions on forest sector are less seldom familiar with local traditions and the ways of balancing different needs related to forests in various geographical contexts. In enhancing the environmental, social and economic sustainability of forest resource usage it is crucial to ensure that the decisions made do not conflict with cultural values of localities traditionally dependent on forests. Despite this, general information on cultural sustainability issues related to forests and especially CSR management in forest sector is scarce.

The aim of this paper is to present a theoretical approach in order to propose a social responsibility management model for project management. This theoretical support is based on the topics of Corporate Social Responsibility (CSR) and Project Management (PM). In recent times, CSR has been widely applied in permanent organizations, but there is insufficient evidence to indicate that CSR has been systematically incorporated into projects, which are temporary organizations, specifically in PM practices. The method employed began by setting the topics that should be consulted. Then, the documentary research was carried out using renowned databases and books in the two topics, based on the definition of keywords in each of them. Thereafter, the results of the research were classified by topic, and, finally, the theoretical framework was drawn up. The result revolves around items such as social responsibility, CSR, and stakeholders, as regards CSR; and revolves around the items of project and PM, as concerns PM. There is also discussion conducted based on the relationship between CSR and PM, according to the background research. The conclusions relate to the different theoretical approaches found for the concepts of CSR, project, and PM, which frame the development of research.

PurposeThe purpose of this study is to ascertain how corporate social responsibility (CSR) managers are justifying the adoption of automation technologies in India, which is simultaneously creating job loss.Design/methodology/approachIndian firms to become and maintain superior levels of competitiveness in the marketplace had initiated the adoption, as well as usage of automation technologies such as robotics, additive manufacturing, machine learning and others. Such firm initiatives led to job loss in communities where the firm had a presence with its plants and offices. CSR managers primarily engaged with communities to undertake firm CSR initiatives. Job creation and its continuance have been a sacred component in this narrative. The adoption of automation technologies had altered this point of conversation. CSR managers had to justify both organizational actions from a firm perspective and reconcile the same to the community leaders. In this research, an exploratory study was conducted with a semi-structured open-ended questionnaire with 28 CSR experts. Data was collected through personal interviews and the data was content analysed based upon thematic content analysis.FindingsThe results indicated that CSR managers rationalized the adoption of automation technologies from a push-pull-mooring (PPM) perspective from a firm centric point of view. While for justification from a community (social) centric perspective, dominantly system thinking with fair market ideology than normative justification, utilitarian rather than deontological thinking (DT) and organizational economic egoism (OEE) rather than reputational egoism was applied.Research limitations/implicationsThe study applies the theories of the PPM perspective from a firm centric point of view. While for community-based theoretical justification – system thinking with fair market ideology than normative justification, utilitarian rather than DT and OEE rather than reputational egoism was used.Practical implicationsThis study finding would help CSR managers to undertake community activities while their firms are adopting and implementing automation technologies that are creating job loss in the very community their firms are serving. Mangers would get insights regarding the steps they should undertake to create harmony.Originality/valueThis is one of the first studies that delve regarding how CSR managers are justifying the adoption of automation technologies in India, which is simultaneously creating job loss. Theoretically, this study is novel because the study question is answered based upon the adoption of automation technologies from a PPM perspective from a firm centric point of view. While, for justification from a community (social) centric perspective, dominantly system thinking with fair market ideology than normative justification, utilitarian rather than DT and OEE rather than reputational egoism was applied.

Corporate social responsibility and human resource management: A systematic review and conceptual analysis

Corporate Social Responsibility and Corporate Citizenship: Towards Corporate Accountability

Business and Management.- Professionals' Perspectives of CSR: An Introduction.- Corporate Responsibility, Accounting and Accountants.- Perspectives of Lawyers in Practice on CSR.- Corporate Social Responsibility from the Perspective of Corporate Secretaries.- Mainsteaming Corporate Social Responsibility: A Triadic Challenge from a General Management Perspective.- The Company Directors' Perspective of Corporate Social Responsibility.- The Need to Reconsider Societal Marketing.- An Analysis of Corporate Social Responsibility, Trust and Reputation in the Banking Profession.- An Analysis of Corporate Social Responsibility (CSR) and Sustainability Reporting Assessment in the Greek Banking Sector.- Engineering.- Industrial Engineering's Perspective of CSR.- An Exploratory Study of the Corporate Social Responsibility Practices in the Greek Manufacturing Sector.- Environment, Estate Management and Valuation and the Built Environment.- Corporate Social Responsibility: The Investor's Perspective.- Corporate Social Responsibility: The Estate Surveyors and Valuers' Perspective.- Corporate Social Responsibility and Ethics in Real Estate: Evidence from Turkey.- Not-for Profit Organisations and Leisure.- Does 'Corporate' Responsibility Apply to Not-for-Profit Organizations?.- A Hotelier's Perspective of CSR.- Emphasizing the 'Social' in Corporate Social Responsibility: A Social Work Perspective.- Democratic Gains in Public Administration at Local Level in Terms of CSR: Theory and Practice-Based Approaches at Izmir Metropolitan City, Turkey.- Education, Consultancy, Research and Human Resource Management.- An Academic's Perspective on the Role of Academics in Corporate Responsibility.- The Proliferation of CSR from Two Professional Perspectives: Academic Researchers and Consultants.- An Analysis of the Competence of Business School Teachers to Promote Sustainable Development in Finland.- Corporate Social Responsibility and Human Resource Management: A Strategic-Balanced Model.- Corporate Social Responsibility in the 21st Century: Some Thoughts.

The nascent literature around corporate social responsibility (CSR) and human resource management (HRM) suggests considerable involvement of HR in the development and implementation of CSR strategy, but there is a lack of consensus around the extent, contingencies and theoretical assumptions underpinning such an emerging role. This study examines how far and under what circumstances HR is engaged in CSR strategy formulation and implementation. Drawing on data from interviews with 29 HRM and CSR professionals in 16 New Zealand organisations, we found that the CSR–HRM relationship varies according to organisational context, including the stage of CSR development and sector, and according to how far the remit of CSR extends to ‘internal’ as well as ‘external’ considerations. Within a multi-dimensional CSR–HRM relationship and context, HRM is likely to provide considerable strategic and operational input to the development and implementation of ‘internal CSR’, the natural domain of HRM relating to employee development and well-being. Utilising Ulrich’s model of HRM, the analysis also finds evidence of the roles of administrative expert, employee champion and change agent in relation to external CSR, though the focus is more on support than ‘strategic partnership’ in this domain. Hence, the role of HR in CSR is multi-faceted and varies according to organisational contextual factors. The paper concludes with implications for HR management and avenues for further research.

There are rising calls for the adoption of responsible management practices in virtually every economic sector of both developed and developing economies. Among others, efforts to promote responsible management have been championed by governments, international organisations, academic institutions, and industry regulators. In developing economies, such moves have spawned numerous success stories across diverse sectors such as energy, mining, manufacturing, and agriculture. Despite these glowing achievements, a plethora of challenges persist that threaten the sustainable development agenda. Against this backdrop, we address some crucial pathways for the sustainability logic and responsible management philosophy, as exemplified by contemporary practices across various sectors within the emerging markets context. We conceptualised responsible management as built on three pillars and examine the contribution of this triad of cognate concepts and practices: corporate social responsibility, green business, and sustainable management. We argue that social responsibility is pivotal to responsible management since it is imperative for corporations to consider the interests of multiple stakeholders, including employees, the society, the environment, future generations, and not only the interests of companies and investors. Akin to corporate social responsibility are sustainable management practices. We applaud current sustainability transitions concerning initiatives by businesses to drive meaningful and rewarding sustainability action. However, considering the upsurge of irresponsible and unsustainable business practices that harm the biosphere, needlessly kill wildlife, deplete natural resources, and destroy vegetation, the chapter explicates some specific ways in which businesses in emerging markets can drive green business initiatives from thought to finish, as expressed through green sourcing, green processing, green production, and green consumption practices. We also make recommendations regarding how governments, policymakers, and managers can support and embed the responsible management agenda in emerging markets. The chapter recommends that organisations must reimagine present-day sustainability actions by adopting innovative and sustainable initiatives such as reducing consumption, recycling, remanufacturing, reusing resources, and employing cutting-edge technology to monitor business processes across the entire value-chain from manufacturing to the end-user. At the micro level, we advocate that firm managers, entrepreneurs, and individuals must propel efforts in adopting responsible management practices. Finally, this chapter introduces the multisectoral chapters contained in the pages of this book, outline contributions to theory, and discuss practical managerial and policy implications.

The research aims to explore the links among corporate governance, corporate social responsibility, and earnings management, considering vital roles of each component in Vietnam. There were 500 questionnaires provided to the targeted enterprises, where there were 150 enterprises in Ho Chi Minh Stock Exchange, 150 enterprises in Hanoi Stock Exchange, and 200 enterprises in the unlisted public company market. Of the distributed questionnaires, only 289 replies offered needed information for analyses. The data derived from these firms was based on their annual or sustainability statements that were retrieved from the websites. This research used a six-year rolling window to calculate earnings management. To compute that variable, lagged year information was included, so the data from 2011 to 2017 was needed to collect. The empirical results show that corporate governance mechanism is a significant moderation in the positive link between good corporate social responsibility and earnings management. Furthermore, corporate social responsibility and earnings management also play mediating roles in the associations among corporate governance, corporate social responsibility, and earnings management. This project recommends that corporate governance mechanism is an essential driver of the managerial behaviors in social responsibility and ethical accounting practices, which are in turn mediators in the joint research model.

Research background: The sustainability of small- and medium-sized enterprises (SMEs) represents a significant scientific and professional problem in the current turbulent period because these enterprises play an important role in any country’s economic and social systems. Purpose of the article: This paper aimed to define the significant sustainability factors of small and medium-sized enterprises and to quantify their impact and importance on the sustainability of SMEs. The areas of Human Resource Management, Corporate Social Responsibility, and financial management were defined as significant sustainability factors. Methods: Empirical research, on which the scientific hypotheses were formulated and evaluated, was conducted in June 2022 in V4 countries (Czech Republic, Slovak Republic, Poland, and Hungary) using a structured questionnaire. The study accumulated a sample of 1398 respondents. Data collection was conducted through an external agency, MN FORCE, operating in Central European countries. The Computer Assisted Web Interview (CAWI) method was used to record respondents’ perceptions. Descriptive statistics, correlation analysis, and linear regression analysis were used to evaluate the hypotheses. Findings & value added: The research showed that all defined factors in the areas of Human resource management (HRM), Corporate social responsibility (CSR), and financial management of the firm had an impact on defined sustainability attributes. The greatest impact was found on the firm’s financial management, followed by CSR and HRM. The empirical results confirm that the intensity of the independent variables varies across the V4 countries. These results also show that the intensity of the selected HRM, CSR, and financial management factors of a firm is higher in the integrated models than in the models for individual V4 countries. The research results have shown that a range of factors determine the right attitude towards the sustainability of companies. In this context, economic policymakers and entrepreneurs must perceive sustainable growth as complex and apply a systemic approach to its design and implementation.

Despite the relevance of human resources in the management of Corporate Social Responsibility (CSR), confusion and theoretical chaos are still evident in the area. This manuscript provides a systematic review of the link between CSR and Human Resource Management (HRM), stressing the main topics along with the evolution and tendencies founded in this field. SciMAT was used to conduct a conceptual science mapping analysis based on co-word bibliographic networks. From 2006 to 2019, 194 documents were retrieved from the Web of Science. Considering the last period (2017–2019), the motor themes (those which are well-developed and relevant for the structure of the research field) were environmental management (including green HRM), sustainable HRM and pro-environmental behaviour. Socially responsible HRM (SR-HRM) was a basic theme (important, although not developed). Perceived organisational support was a specialised theme (well-developed, although less important), and employee commitment was an emerging theme (both weakly developed and marginal). In addition, a review of the measurement tools used in the main topics extracted from the previous analysis was carried out. Our analysis will help inform researchers and practitioners on the future of CSR and HRM and the previous efforts in the creation of measurement instruments.

<p>The purpose of this quantitative research was to determine the best fit model on job performance of hotel personnel in the context of: organizational citizenship behavior, corporate social responsibility and human resource management in relation to endogenous variable –hotel personnel job performance. The study employed a nonexperimental research design utilizing Structural Equation Model (SEM) in finding the best fit model. The data were collected using an adapted survey questionnaire to 400 hotel personnel in CARAGA Region. The results revealed that organizational citizenship behavior and human resource management have significant relationship with job performance. Further, the result showed that Structural Model 4 was the best fit model for job performance. The model indicated that all identified exogenous variables, the organizational citizenship behavior, corporate social responsibility and human resource management were key predictors of hotel personnel job performance.</p>