Corporate Social Responsibility

Corporate Social Responsibility in HRM

The history of CSR goes back to at least the 19th Century in the UK where the innovative working practices of Quaker organizations such as Cadburys and Rowntree Mackintosh put employee welfare and ethical behavior at the heart of their business values.CSR was justified by the CIPD (2007) as a relevant and important HR activity because HR is responsible for the key systems and processes underpinning effective delivery. Through HR, CSR can be given credibility and aligned with how businesses run. CSR could be integrated into processes such as the employer brand, recruitment, appraisal, retention, motivation, reward, internal communication, diversity, coaching and training.

HRM play a critical role in ensuring that the company adopts CSR responsibility programs. Furthermore, HR can manage the CSR plan implementation and monitor its adoption proactively. Armstrong (2014) noted that corporate social responsibility (CSR) is exercised by organizations when they carry on their business in an ethical way, taking account of the social, environmental and economic impact of how they operate, and going beyond compliance. According to McWilliams et al (2006) CSR refers to the actions taken by organization that further some social good beyond the interests of the business and that which is compulsory by law

As Husted and Salazar (2006) revealed that as being concerned with the impact of business behaviour on society and by Porter and Kramer (2006) as a process of integrating business and society. Then they argued that to advance CSR, we must root it in a broad understanding of the interrelationship between a corporation and society while at the same time anchoring it in the strategies and activities of the organization.

Added et al (2009) explained that the thing that HR should absorb new workers but also should enhance an organization’s human resources. Moreover, well-being at work tends to be a crucial issue for HR departments at a time when people are talking more and more about psychological stress in the workplace.

Arguments supporting CSR – Porter and Kramer (2006)

The moral appeal – Organizations have a duty to be good citizens. The US business association Business for Social Responsibility (2007) asks its members to achieve commercial success in ways that honour ethical values and respect people, communities and the natural environment. Sustainability – an emphasis on environmental and community stewardship. This involves meeting the needs of the present without compromising the ability of future generations to meet their own needs. Licence to operate – every company needs tacit or explicit permission from government, communities and other stakeholders to do business.Reputation – CSR initiatives can be justified because they improve a company’s image, strengthen its brand, enliven morale and even raise the value of its stock.

It’s time for the HR profession to move out of the shadows and take an active role in an organization’s CSR strategy.  Many elements of a CSR strategy involve people and it’s an opportunity that the profession should grasp now.

REFERENCES      

                                   

Added, E., Dartiguepeyrou, C., Raffard, W., & Saloff, C. M. (2009). Le DRH du 3e millionaire, Paris: Pearson/Village Mondial.

Armstrong, M (2014) Armstrong’s Handbook of Human Resource Management Practice. London, Koganpage

CIPD (2009) Corporate Social Responsibility, London, CIPD

Husted, B W and Salazar, J (2006) Taking Friedman seriously: maximizing profits and social performance, Journal of Management Studies, 43 (1), pp 75–91

McWilliams, A, Siegal, D S and Wright, P M (2006) Corporate social responsibility: strategic implications, Journal of Management Studies, 43 (1), pp 1–12