effective alignment of HRM and CSR can result in sustainable outcome values and benefits for the organization and that it is the internal aspects/dynamics of this integration that seem most important. By way of an example, the CSR actions and culture of change as translated by HRM strengthen the bond between employees and their organizations, especially on the normative and affective levels. Commitment to the organization and to a common social identity that we argue HRM can potentially champion and foster can certainly be amplified through an internally institutionalized CSR agenda. In their study, Aguilera (2007) demonstrate et al. how the social responsibility actions that organizations enact affect employees’ perception about the justice and fairness of the organization. In return, this can impact employees’ attitudes, behaviors, satisfaction and productivity. We argue here that HRM’s role in CSR could potentially be of high significance on the individual-level of CSR as explained by Aguilera (2007). Socially responsible HRM practices and the integration of CSR et al. principles with HRM practices and systems (as explained earlier) respond to employees’ CSR expectations and could thus potentially contribute to building positive employee behaviors and attitude. As a result, this might affect organizationally relevant outcomes such as employee commitment, job performance and citizenship behavior. HRM promotes and communicates CSR actions and principles with employees so to increase their CSR awareness and engagement and thus their perceptions about how their organization is being socially responsible both internally and externally. Similarly, Brammer (2007) and Glavas & Piderit (2009) report that employees et al. are more engaged and committed and develop higher quality relationships and are more creatively involved when they perceive their company to be socially responsible. Rego et al. (2010) also found that employees’ perceptions in relation to the CSR orientations of their organizations predict their affective commitment. We argue that there is an important role for HRM in CSR and employee commitment to the organization and that both HRM and CSR converge around these common goals and outcomes within a co-creation framework. We further argue that it is precisely through these dynamics that CSR evolves into a fully-fledged and differentiated capability and sustainable competitive resource for the organization.
effective alignment of HRM and CSR can result in sustainable outcome values and benefits for the organization and that it is the internal aspects/dynamics of this integration that seem most important. By way of an example, the CSR actions and culture of change as translated by HRM strengthen the bond between employees and their organizations, especially on the normative and affective levels. Commitment to the organization and to a common social identity that we argue HRM can potentially champion and foster can certainly be amplified through an internally institutionalized CSR agenda. In their study, Aguilera et al. (2007) demonstrate how the social responsibility actions that organizations enact affect employees’ perception about the justice and fairness of the organization. In return, this can impact employees’ attitudes, behaviors, satisfaction and productivity. We argue here that HRM’s role in CSR could potentially be of high significance on the individual-level of CSR as explained by Aguilera et al. (2007). Socially responsible HRM practices and the integration of CSR principles with HRM practices and systems (as explained earlier) respond to employees’ CSR expectations and could thus potentially contribute to building positive employee behaviors and attitude. As a result, this might affect organizationally relevant outcomes such as employee commitment, job performance and citizenship behavior. HRM promotes and communicates CSR actions and principles with employees so to increase their CSR awareness and engagement and thus their perceptions about how their organization is being socially responsible both internally and externally. Similarly, Brammer et al. (2007) and Glavas & Piderit (2009) report that employees are more engaged and committed and develop higher quality relationships and are more creatively involved when they perceive their company to be socially responsible. Rego et al. (2010) also found that employees’ perceptions in relation to the CSR orientations of their organizations predict their affective commitment. We argue that there is an important role for HRM in CSR and employee commitment to the organization and that both HRM and CSR converge around these common goals and outcomes within a co-creation framework. We further argue that it is precisely through these dynamics that CSR evolves into a fully-fledged and differentiated capability and sustainable competitive resource for the organization.
CSR-HRM%2520Co-Creation%2520Model%2520-%2520PURE%2520version.docx