Responsible or redundant? Engaging the workforce through corporate social responsibility

Citation

Smith, V. (2012), "Responsible or redundant? Engaging the workforce through corporate social responsibility", Human Resource Management International Digest, Vol. 20 No. 3. https://doi.org/10.1108/hrmid.2012.04420caa.004

Responsible or redundant? Engaging the workforce through corporate social responsibility

Article Type: Abstracts From: Human Resource Management International Digest, Volume 20, Issue 3

Smith V. and Langford P.Australian Journal of Management, December 2011, Vol. 36 No. 3, Start page: 425, No. of pages: 23

Uses a variation of an existing employee opinion survey, and applies Carroll’s (1979) model of corporate social responsibility to assess the relationship between employee engagement, traditional human resource practices, and corporate social responsibility. Finds that data collected from 3147 employees shows a significant positive correlation between corporate social responsibility and employee engagement. Concludes that allocating attention and resources to corporate social responsibility may not be as advantageous as investing in the improvement of core human resource practices, when the goal is to improve employee engagement. Suggests future research needs to examine why corporate social responsibility explains little additional variance in employee engagement, specifically examining the manner in which employees perceive corporate social responsibility and the extent to which corporate social responsibility encompasses traditional human resource practices.ISSN: 0312-8962Reference: 41AC145

Keywords: Business ethics, Corporate social responsibility, Employee engagement, Human resource management, Organizational performance