Company Social Performance Research Articles

The contribution of social audit to the social performance of companies

Today's economic climate, characterized by globalization and market liberalization, has forced modern markets, forced modern companies to live in a highly competitive environment. Therefore, in this volatile and uncertain environment, a company must optimize its available resources, and in particular human capital, which is a fundamental source of value creation and value and wealth creation. Human capital is a strategic lever of competitiveness that companies must Human capital is a strategic lever of competitiveness that companies must take into account. Site Companies are not left out; like all companies in the world, they must also be aware of the importance of this factor and its direct impact on organizational effectiveness. This is achieved through better management of human capital and through various tools, in this case the social audit. This tool is the most privileged to implement because it allows an inventory of the human resource management function and remains the best ally for reducing the social risks faced by companies. This tool is the most privileged to implement because it allows an inventory of the human resources management function and remains the best ally to reduce the social risks faced by companies. Our study serves to offer an overview of the literature on social auditing and social performance. Thus, we seek to answer the question of the contribution of social audit to a company's social performance by revealing different theoretical models that understand this relationship (social audit and social performance.

Corporate social performance: An analysis of corporate social responsibility implementation in the electrical energy industry

Corporate Social Responsibility (CSR) is a corporate concern for the economy, society, and environment. CSR activities reflect the company's social performance (CSP), using productivity, profits, employee welfare, and product quality measurement. This research is a case study of implementing a CSR program with a CSP approach at PT. Pembangkitan Jawa Bali (PJB). It aims to describe and analyze the implementation of PJB's CSR to assess its social performance. Theoretically, this research used the concept of Corporate Social Performance, which explained the principles of corporate social responsibility, and corporate social behavior. This study used a qualitative descriptive method with in-depth interviews to analyze data collection documents. The study results showed that the implementation of PJB's social responsibility programs was focused on Community Involvement and Development (CID) by implementing four main pillars of the program, namely: PJB Smart Innovation, PJB Green Innovation, PJB Superior, and PJB Cares. CSR programs were implemented based on the company's social mapping, including four circular areas related to the community's needs. Overall, the implementation of CSR based on the Corporate Social Performance model at PT PJB positively impacted society socially, economically, and environmentally. At the same time, it also positively impacted the company by increasing its business performance.

Company's Social Performance Reporting Based on International Standards: A Comparative Analysis Across Central and Eastern Europe

Purpose: This paper aims to accomplish a comparative analysis of the social performance reporting, based on international standards in Central and Eastern Europe, thus, an image of companies' active involvement in achieving sustainability goals and of their commitment towards social performance reporting. Design/Methodology/Approach: The main tool utilized as part of this analysis is the international GRI (Global Reporting Initiative) - Social indicators reporting, and it is being approached in a comparative manner across CEE countries. Findings: GRI social indicators reporting for selected companies in Central and Eastern Europe provides both a quantitative and a qualitative approach and based on it, we can propose a scoring grid that would later be useful in evaluating the overall financial and social performance. Practical information: The bi-dimensional approach to financial performance versus social performance is a current one in the context of the global economy currently when economic developments are increasingly challenging pre-existing business models. There is a need for a new approach, a re-conceptualization of the classic business model, but also, for the clear evaluation and identification of company's both financial and social performance. Originality/Value: As a result, this paper develops, based on the GRI standard methodology and a comparative analysis and a scoreboard aiming to test a potential assessment of a company's social performance.

How and Why Participatory Management Improves a Company's Social Performance

Many of the humanistic values that CSR3 theorists would like to see embedded in business organizations are the foundation of participatory management theory. Does the institutionalization of democratic processes and values-in the form of nonmanagement employees voicing their opinions on production issues and electing representatives to key decision-making teams-improve a company's social performance? This research question is examined based on the documentation of changes in stakeholder policies and outcomes at four companies operating under a Scanlon-type gainsharing system for 4 to 6 years. Gainsharing's collaborative problem-solving mechanisms benefited owners in terms of cost savings, customers in terms of improved product quality and service, suppliers in terms of product feedback, and production employees in terms of improved health and safety conditions, as well as a variety of other favorable changes in policies and outcomes.

A View from the Engine Room: Junior Managers' Attitudes Towards Corporate Social Responsibility

The past decade has witnessed a heated debate in the Western industrial nations about whether or not large companies should accept broader social obligations commensurate with their great power. This debate has been useful in highlighting the social pressures to which large companies are being subjected. It has also served to stimulate interest in the possibility of a wider, stakeholder ethos for guiding management decision‐making. The restricted profit‐making role historically assigned to business has been challenged in favour of a more radical alternative, which acknowledges that companies have responsibilities to all their stakeholders—employees, customers and the community—as well as shareholders. And as the debate has progressed, a whole new range of potential management functions have developed, concerned with monitoring social pressures, measuring company social performance by means of social audits and guiding management decision‐making through codes of conduct.

Corporate Responsibility: Group Rates Company Social Performance

Corporate Responsibility: Group Rates Company Social Performance