Examining the Role of HRM Practices in Fostering Employee Engagement Towards CSR Initiative.

Abstract

This paper investigates the pivotal role of Human Resource Management (HRM) practices in fostering employee engagement towards Corporate Social Responsibility (CSR) initiatives within organizations. CSR has become a cornerstone of modern business strategy, acknowledging its significance in promoting sustainable practices and societal well-being. Employee engagement serves as a crucial link between CSR initiatives and organizational success, influencing attitudes, behaviors, and commitment levels among employees. Drawing upon existing literature and empirical evidence, this research provides insights into how HRM practices can effectively nurture and sustain employee engagement towards CSR, thereby contributing to enhanced organizational performance and social impact. [1] Theoretical frameworks such as Social Exchange Theory and Psychological Contract Theory are utilized to understand the mechanisms through which HRM practices shape employee attitudes and behaviors towards CSR. Social Exchange Theory elucidates how HRM practices serve as indicators of organizational support and commitment, fostering reciprocity and engagement among employees towards CSR goals. Psychological Contract Theory highlights the role of HRM practices in shaping the implicit expectations and obligations between employees and organizations, influencing perceptions of trust, fairness, and mutual respect, which in turn drive engagement towards CSR. [2] The paper explores key HRM practices that play a vital role in fostering employee engagement towards CSR initiatives, including recruitment and selection, training and development, performance management, and rewards and incentives. It discusses how organizations can integrate CSR considerations into these practices to create an enabling environment that motivates and empowers employees to actively participate in CSR efforts. Furthermore, implications for HRM practice are outlined, emphasizing the need for strategic alignment between HRM and CSR objectives, leveraging technology and communication channels to enhance employee engagement, and fostering a culture of transparency and accountability. DOI: https://doi.org/10.52783/tjjpt.v45.i02.6106