Nature and value of CSR.
While the advent of the technological age has seen to the proliferation of numerous global corporations and organizations, most individuals question the nature of the impact that these organizations have on the livelihoods of the members of communities in which they serve (Jamali, Dirani, & Harwood, 2015). To this extent therefore, organizations constantly and regularly participate in activities that are designed to benefit the community and ensure that its impact is felt among members of society which encompasses corporate social responsibility (CSR). Corporate Social Responsibility acts to restore the confidence and faith of the shareholders of an organization in the intentions and role of the organization in the society it operates in (Jamali, Dirani, & Harwood, 2015). Additionally, the employees and the customers of a company have been revealed to show more loyalty to companies that are involved in CSR which indicates that involvement in CSR improves the corporate brand of a company.
Role of HR professionals in CSR.
The history of corporate social responsibility has been revealed as having been largely focused upon the implementation of moral codes and ethical behavior in its conduct together with the emphasis on prioritization of the welfare of its employees. Through the focus on its own personnel can organizations be able to extend the responsibility to the local community among which it operates together with to preserving the environment (Shen & Benson, 2016. To this extent therefore, the human resource of an organization is positioned in among the most strategic manners to ensure that sustainable corporate responsibility strategies are designed in the organizations. Moreover, the HR professionals in organizations play a critical role in the consistent implementation of the corporate responsibility and sustainability strategies that have been established all through the organization after they are established.
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CSR-related HRM practices of organizations.
Prevalent research findings continue to point to the fact that the human resource departments of organizations are tasked with the role of upholding ethics and ethical behavior among employees. The need for the human resource of organizations to ensure that there is non-discrimination, equal opportunities are provided together with the enforcement of human rights directly relates with the ethical and social value that is emphasized by CSR (Strandberg, 2017). Additionally, the human resource of organizations is often concerned on the sustainability of the organization, therefore making employees both stakeholders in the organization and in the CSR that is promoted and exhibited by an organization. To this extent therefore, the actions of employees to ensure that the operations of an organization within a location remain to be sustainable if not improved over time have to focus on strategies that benefit the society and community among which it operates (Turner et al., 2019).
Ability of CSR to enable HR leaders to address ethical and cultural issues within organizations.
The ability of an organization to focus on the CSR critically influences an organization to pay attention to the upholding of the human rights of both employees and the clients and customers of the company (Voegtlin & Greenwood, 2016). This includes the respect and promotion of diversity in addition to the alleviation of all forms of discrimination at the workplace. Cultural issues such as gender equality together with racial discrimination in the allocation of jobs and positions have been addressed adequately through the ability of companies to refer to their responsibility towards the society (Voegtlin & Greenwood, 2016). Moreover, the CSR of organizations plays a critical role in ensuring that it is aware of the laws pertaining to issues of labor and the treatment of employees. The ability and motivation of companies and organizations to create jobs, pay the wages of employees together with the provision of employee benefits and compensation can be traced to the corporate social responsibility of the entities.
References
Jamali, D.R., El Dirani, A.M. and Harwood, I.A., 2015. Exploring human resource management roles in corporate social responsibility: the CSR ‐ HRM co ‐ creation model. Business Ethics: A European Review , 24 (2), pp.125-143.
Shen, J. and Benson, J., 2016. When CSR is a social norm: How socially responsible human resource management affects employee work behavior. Journal of Management , 42 (6), pp.1723-1746.
Strandberg, C., 2017. The role of human resource management in corporate social responsibility.
Turner, M.R., McIntosh, T., Reid, S.W. and Buckley, M.R., 2019. Corporate implementation of socially controversial CSR initiatives: Implications for human resource management. Human Resource Management Review , 29 (1), pp.125-136.
Voegtlin, C. and Greenwood, M., 2016. Corporate social responsibility and human resource management: A systematic review and conceptual analysis. Human Resource Management Review , 26 (3), pp.181-197.
