European Management Review - 2018 - Al Kerdawy - The Role of Corporate Support For Employee Volunteering in Strengthening

European Management Review, Vol.
16, 1079–1095, (2019)

DOI: 10.1111/emre.12310
The Role of Corporate Support for Employee

Volunteering in Strengthening the Impact of
Green Human Resource Management
Practices on Corporate Social Responsibility in
the Egyptian Firms
M OSTAFA M OHAMED A HMED A L K ERDAWY
College of Economics and Administrative Sciences, Department of Business Administration, Al Imam Muhammad Ibn Saud
Islamic University (IMSIU), Kingdom of Saudi Arabia; and Damietta University, Faculty of Commerce, Egypt
Green human resource management (GHRM) and corporate social responsibility (CSR) have recently gained
more attention in the business world. This study aims to investigate the role of corporate support for employee
volunteering (CSEV) in strengthening the impact of GHRM on adopting CSR practices of the best 30 firms registered
in EGX100 at the Egyptian stock exchange and engaged with CSR activities. Therefore, a conceptual framework was
proposed to list theoretical concepts of GHRM, CSEV and CSR to form hypotheses. Data were collected from 326
respondents occupying the highest managerial positions in the studied firms. Using a structural equation model
(SEM), the results indicate that both GHRM and CSEV influence positively on adopting CSR activities. Furthermore,
CSEV plays a positive moderating role in strengthening the impact of GHRM on adopting CSR in the studied firms.
These findings and their managerial implications were discussed in theory and practice.
Keywords: Green human resource management; corporate support for employee volunteering; corporate social
responsibility
Introduction Many scholars reveal that GHRM is established

through the alignment of the HRM practices with the aims
Human resource occupies the first place between other of organizational environmental management (Jabbour
resources in all types of organizations. Then human et al., 2012; Antonioli et al., 2013; Norton et al., 2014;
resource management (HRM) should manage talented Jabbour and Jabbour, 2016). They also add that HRM
workforces in accordance with the needs of the time to practices consider fundamental inputs for adopting
sustain competitive edge as well as encouraging workers corporate social responsibility (CSR) practices throughout
to become engaged in environmental behaviours (Adil, an organization. Despite, HRM practices give more
2015; Cantor et al., 2012). Nowadays, a new line of attention to environmental issues, a little attention has
research called Green human resource management been given to explain the individual process by which
(GHRM) appears as a result of integration between two HRM practices trigger employees’ willingness to adopt
concepts: environmental sustainability and green green behaviours at work (Paillé et al., 2014).
organizations (Ones and Dilchert, 2012; Jabbour, 2013; Several scholars assert that CSR works properly to
Jackson et al., 2014; Jabbour and Jabbour, 2016). achieve competitive advantages to an organization
(Breitbarth et al., 2015, Kadlubek, 2015). CSR plays a
critical role in gaining firm’s success and supporting its
Correspondence: Mostafa Mohamed Ahmed Al Kerdawy, Professor of reputation among stakeholders (Deng et al., 2013; Paek
Human Resource Management, Faculty of Commerce, Damietta et al., 2013; Di Giuli and Kostovetsky, 2014; Gallardo-
University, Department of Business Administration, New Damietta, P.O.
Box 34519, Arab Republic of Egypt (A.R.E), Tel: 0-020-109-9070990.
Vázquez and Sanchez-Hernandez, 2014; Arndt et al.,
E-mail: mostafa_alkerdawy@yahoo.com 2015; Breitbarth et al., 2015; Giulianotti, 2015; Ismail
© 2018 European Academy of Management

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1080 M.M.A. Al Kerdawy
Table 1 The evolution of Egyptian companies according to social
et al., 2015). The CSR practices can be enhanced through responsibility index from 2007–2010
encouraging volunteering work among employees within
Companies 2007 2008 2009 2010
an organization (Ana and Arminda, 2013).
Volunteering work is a comprehensive concept, no Liceco misr 1 6 10 6
longer limited to charity, or just social development, but Egyptian company for mobile 2 2 16 1
it is closely linked to all the meanings of goodness, services (Orange)
Egypt telecom 3 5 4 4
humanity and feeling of others. It considered a key pillar Oriental Weavers 4 9 14 –
in strengthening the organization’s relationship with its EFG-Hermes Holding Company 5 28 9 11
environment (Megan and Maryam, 2015). The Sidi Kerir for Petrochemicals 6 11 11 15
volunteering work had been developed from work National Bank for Development 7 21 24 -
depends on physical effort to disseminate the spirit of Alexandria for Mineral Oils 8 14 21 -
Orascom Telecom Holding 9 12 8 8
optimism among people (Shelly et al., 2013). Corporate Credit Agricole Egypt 10 13 30 -
support for employee volunteering (CSEV) considers as Misr Chemical Industries 11 15 28 20
one of the most critical activities that enhances employee Egyptian for Transport services 12 4 3 3
motivation and engagement towards CSR (Gatignon- Sixth of October for Development 13 17 22 24
Turnau and Mignonac, 2015). and Investment
Olympic Group for Financial 14 18 17 -
While Dartey-Baah and Amponsah-Tawiah (2011) Investments
emphasize that the basic fundamentals of CSR remain the Medinet Nasr for Housing and 15 19 23 27
same, CSR issues vary in nature and importance from Development
country to another because of sensitive to prevailing Raya Holding for Technology 16 8 5 10
religious, historical and cultural contexts. They also and Communications
Naeem Holding for investment 17 24 25 28
confirm that CSR is a localized and socially embedded Orascom Construction Industries 18 1 2 2
concept because of the modes of practicing CSR are Commercial International Bank (CIB) 19 3 1 5
reflections of organizations’ responses to their socioe- Mena real estate and tourism 19 24 20 30
conomic environment. According to Visser (2007), CSR Misr al gadida for Development 19 16 13 13
in African countries tends to be less formalized or & Housing
EL Ezz Aldekhela Steel – Alexandria 22 29 12 -
institutionalized in terms of the CSR benchmarks. In these Housing & Development Bank 23 23 15 16
countries, there are rarely CSR codes, standards, manage- Egyptian Kuwaiti Holding 23 20 19 17
ment systems and reports. Furthermore, CSR in developing B-Tech for Trade and Distribution 23 24 27 19
countries is most commonly associated with philanthropy United Arab Shipping and unloading 26 27 26 -
or charity, that is, through corporate social investment in Nile Matches 27 21 29 -
Ezz Steel 28 30 6 9
education, healthcare, sports, environmental development, GP Auto 29 7 18 12
and other community services (Visser, 2007). Talaat Mostafa Group Holding 29 10 7 7
On the other side, in the European Union, organizations El Sewedy Cables - - - 14
strive to report their environmental and social impact Egyptians Abroad for Housing - - - 18
performances voluntarily to keep a good relationship with Ahly for Development and Investment - - - 21
Mills and Bakeries of South Cairo & Giza - - - 22
stakeholders. For example, in the United Kingdom a Al-Ahram for printing and packaging - - - 23
number of tourism corporations introduced three CSR Islamic western for Reconstruction - - - 25
reports; two in 2014 and one in 2015. In the same vein, and Development
tourism corporations in France launched four CSR Palm Hills - - - 26
reports; two in 2014 and two in 2015. Italy’s situation is Egyptian Iron and Steel - - - 29
similar to the United Kingdom. Finally, In Germany, there Source: http://www.eiod.org/default_AR.aspx
were 4 reports in 2014 and just one in 2015. (Akmese
et al., 2016).
In Egypt, many firms devote their activities towards 2010. This may due to the confusion among managers
CSR either voluntarily as part of their strategy and vision about the core meaning of CSR concept. In Muslim
or as a result of pressure from stock market. For example, countries, managers consider both charity and CSR
Egyptian Stock Exchange cooperated with both the concepts as the same. In Muslim culture, charity is
Egyptian Institute of Directors (EIOD) and Standard & volunteer work that should be done in secrecy so its
Poor’s foundation to build the S&P/EGX ESG index reward for God does not get diminished and they believe
(Ali, 2014). According to this index, the stock market in that ‘God would bless their work’ (Barsoum and Refaat,
Egypt announces annually the best 30 firms engaged in 2015: 46) whereas CSR should be included in
CSR activities from EGX 100 as shown in Table 1. organization strategy. In Egypt, thus, CSR operates within
Table 1 illustrates that there is no stability for the a very complex environment because religion is central to
ranking of many companies about CSR during 2007– the cultural aspect of this community. The second reason

Green human resource management and corporate social responsibility in Egypt 1081
may be the economic and social challenges that Egypt up these programmes, the high cost of its implementation
suffers from such as: poverty alleviation, healthcare and the lack of adequate financial resources to cover these
provision, infrastructure development, and education. programmes (Refaat, 2014).
Thus, many Egyptian companies see CSR as charity more Egyptian corporate social responsibility center carried
than social responsibility. Orange, the telecommuni- out a study to evaluate the CSR for Egyptian
cations company, for example concentrates on education, corporations and its results showed that understanding
environment and community-related projects (Egyptian of CSR is quite low, only 33% of companies interviewed
Corporate Social Responsibility, 2016). Moreover, know what CSR is, while 39% think it is charity.
Vodafone launches each year a programme named ‘back Furthermore, the majority of Egyptian corporations has
to school’ to distribute more than 30,000 bags for poor a philanthropic approach rather than a strategic CSR
students all over the governorates of Egypt and it also approach. In conclusion, there is no agreement between
established a food bank for poor citizens. Egyptian companies about CSR principles. Therefore,
As a result of the lack of a vision in the field of CSR as the concept of social responsibility in Egypt is unclear
well as its unclear objectives in Egypt, many indicators of and some companies adopt a CSR concept to escape
sustainable development are very low. According to the taxes, to improve their reputation among stakeholders
Sustainable Society Index, Egypt occupies a low rank of or as a cover to hide them from social accountability
101 from 151 where, it ranks as the 62 from 151 in human (Egyptian Corporate Social Responsibility, 2016).
well-being, 114 from 151 in environmental well-being The main aim of this study is to investigate the
and 110 from 151 in economic well-being (Sustainable moderating role of CSEV in the relationship between
Society Index, 2015). GHRM and adopting CSR practices. The contribution of
According to the Social Progress Index in 2015, Egypt this study can be summarized in the following: first, there
classified with lower middle social progress because of is a gap in the HRM literature about GHRM and its impact
high levels of unemployment, social inequality and an on CSR through the moderating role of CSEV.
inefficient educational system. Egypt achieved 84 from Furthermore, for many Egyptian companies, CSEV is a
134 as overall; it achieved 58 from 134 in basic human relatively new concept and there is a scarcity in
needs; 66 from 134 in the foundations of well-being and management literature about this concept especially in
119 from 134 in opportunity (Porter et al., 2015). Egypt. Second, most of the literature regarding the
Furthermore, the environmental performance index (EPI) contribution of GHRM to CSR is theoretical in nature,
provides a way to assess the global community’s whereas this study is an empirical one which will fill this
performance over time with respect to established gap in this regard. This study also uses structural equation
environmental policy goals. Consistent with this index, modelling to investigate the proposed relationships in our
Egypt ranks as 104 from 180 with a score of 66.45 (EPI, research model.
2016). As a whole, Egypt has scored approximately
38% according to sustainable economic development
assessment (SEDA) (Beal et al., 2015). So, Egypt needs Theoretical background and hypotheses
more effort in sustainable environment development to development
raise both human and environmental well-being.
Moreover, although many Egyptian companies have
Green human resource management (GHRM)
expanded their understanding of traditional CSR to
include labour, human rights, and environmental GHRM is a new managerial orientation in which a ‘green’
performance among other aspects, it seems that the nature concept is applied to the field of HRM. GHRM refers to
of their community engagement portfolio has not the concern of HRM policies and practices towards the
changed. In other words, they still have not moved away corporate environmental schedule (Liu and Xie, 2013).
from the charity or philanthropic community engagement Wagner (2013, p. 443) refers to GHRM as ‘a subset of
approach to CSR approach. sustainable human resource management where the latter
On the other hand, Egypt is currently undergoing a shift also comprises corporate social responsibility issues’. In
in voluntary work from almost exclusively charity work to GHRM philosophy, managers play a critical role to make
more substantive contributions to development. In their organization a more socially and environmentally
addition, the volunteer movement in Egypt lacks synergy responsible firm by applying the concept of CSR in all
and networking among many voluntary organizations human resource policies (Alonso-Almeida et al., 2015).
(Ministry of International Cooperation, 2016). In addition, When human resource managers perceive CSR
most Egyptian companies face many challenges to philosophy properly, they will be more able to achieve
participate in the formulation and implementation of CSR objectives throughout their operations. However,
CSR programmes. The most important challenges are; implementing green practices depend mainly upon
the lack of necessary expertise to implement and follow experienced and satisfied human resources which enhance

human and ecological harmony (Peña-Vinces and inserting green behaviours of employees in performance
Delgado-Márquez, 2013; Tariq et al., 2014). appraisal reports (Ahmad, 2015; Muros, 2012). HR
GHRM practices play an important role not only in specialists can encourage managers to include CSR goals
improving employee well-being but also in enhancing in performance appraisal feedback sessions with
organizational performance. GHRM practices also employees (Milliman, 2013).
enhance the organization’s reputation in the marketplace
(Renwick et al., 2013; Willness and Jones, 2013; Gao Green reward and recognition (GRR)
and Zhang, 2015). These practices are tools to improve
Green rewards and recognition programmes have a
HRM abilities to attract job seekers who prefer
motivational role in adopting CSR activities. HRM can
organizations that have a good environmental reputation.
motivate employees to commit CSRʼs responsibilities by
Numerous companies perceive HRM’s practices as an
allocating resources to reward employees who engaged
essential asset for managers when introducing ecological
in meaningful environmental objectives (Muros, 2012;
values to business management (Jabbour et al., 2015).
Milliman, 2013; Wagner, 2013). Employees who
Chen and Ching-Hsun (2013) suggested that companies
achieved environmental goals should be rewarded and
can benefit from their employees’ knowledge, skills, and
appreciated for their achievements (Renwick, 2013; Jian
experience about environmental concern to increase their
and Lee, 2015). Jabbour et al. (2015) asserted that there is
green innovation and support what is called ‘green human
a critical need for future studies to examine the relationship
capital’. Several scholars consider green human capital as
between human factors and CSR in organizations.
the primary determinants for corporate citizenship
behaviours in emerging markets (Alonso-Almeida et al.,
Corporate social responsibility (CSR)
2015; Park and Ghauri, 2015). Several scholars mention
four dimensions composing GHRM determinants which Nowadays, CSR has gained notable importance in a
are; green staffing, green training, green performance business environment. Organizations can make a positive
appraisal and green reward and recognition (Dubois and image to their stakeholders by creating shared value
Dubois, 2012; Chen and Ching-Hsun, 2013; Ahmad, through adopting CSR practices (Janssen et al., 2015;
2015; Jian and Lee, 2015;). These four dimensions will Kim et al., 2016). Gallardo-Vázquez and Sanchez-
now be outlined. Hernandez (2014, p. 21) define CSR as ‘the concept
whereby firms decide voluntarily to contribute to a better
Green staffing (GS) society and a cleaner environment’. In addition, CSR
means not only corporate meets its legal obligations
The green organizations prefer open minded candidates towards stakeholders, but going beyond this by investing
whom have green values and attitudes towards the more in its relationships with stakeholders. CSR
environment. Organizations should also train the represents a continuing commitment by an organization
recruiting team how to discover the green characteristics to behave responsibly, ethically and contribute to
that they need to share with candidates (Muros, 2012). sustainable and economic development (Emma and
In conclusion, organizations have to attract employees Bevan, 2015). CSR has earned more attention among
who are willing to engage in environmental activities to sustainable strategists in recent years due to its beneficial
achieve CSR practices effectively (Chen and Ching-Hsun, contribution to financial, societal, and environmental
2013; Milliman, 2013; Renwick et al., 2013). concerns (Agan et al., 2014; Mallin et al., 2014;
Amponsah-Tawiah and Mensah, 2015; Badrul Muttakin
Green training (GT) et al., 2015; Ben Barka and Dardour , 2015; De Klerk
Human resource – especially Frontline employees – need et al., 2015; Lopez and Fornes, 2015; Saeidi et al.,
to understand how to achieve CSRʼs objectives, as well as 2015). In today’s competitive marketplace, CSR
the benefits could be gained by stakeholders through programmes might be a key way for companies to attract
successful implementation of CSR (Dubois and Dubois, and retain customers. It has a positive impact on
2012; Milliman, 2013). An effective implementation of customers’ loyalty and willingness to pay a premium for
CSR requires green training (Cycyota et al., 2016). Green its products (Park et al., 2014; Semuel and Chandra,
training plays a crucial role in introducing green 2014; Siu et al., 2014; Bolton and Mattila, 2015; Liu
information to support CSR- related changes in the work et al., 2015; Parsa et al., 2015 Wei et al., 2018).
processes (Vidal-Salazar et al., 2012). Previous researches have demonstrated that CSR
encompasses various actions reflecting a corporate
commitment toward society issues (Badrul et al., 2015;
Green performance appraisal (GPA)
Bohas and Poussing, 2016). Despite organizations that
Green performance appraisal is concerned with engage in CSR create a positive corporate reputation
disseminating CSRʼs culture among employees through (Bocean et al., 2014; Pastrana and Sriramesh, 2014; Basu

et al., 2015; Chang, 2015), Inoue et al. (2017) indicated complex economic environment in which they are
that the contribution of CSR initiatives to behavioural operating (Kaur, 2014; Megan and Maryam, 2015).
loyalty is not as robust as past research suggests and is also CSEV achieves mutual benefits for both employees and
contingent upon specific psychological states activated by their companies. One of the direct advantages of CSEV
consumers’ perceptions of such initiatives. In conclusion, from the firm perspective is that it generally contributes
CSR is a reality of modern business and is quickly to improve the firm’s image by enhancing its reputation
becoming something that companies must undertake which leads to improved employer branding that attract
rather than just an option (Shelly et al. 2013). the best talents (Mittal et al., 2008; Ana and Arminda,
Accordingly, previous literature has revealed that CSR 2013; Shelly et al., 2013; Rodell et al., 2016).
initiatives are greatly beneficial to both employees and Moreover, participation in volunteering activities
the employer, which serves to bring about value creation, enables employees to enhance their communication
positive outcomes of engagement, job satisfaction and skills, increase their aptitude for helping others, adapting,
default risk reduction (Rekker et al., 2014; Gonzalez- negotiating and working as a team (Nave and Paço,
Rodriguez et al., 2015; Jian and Lee, 2015; Pozas et al., 2013). Volunteering activities also increase employees’
2015; Valentin et al., 2015; Zhang et al., 2015). confidence, creativity, leadership capacity, their desire
As CSR continues to gain importance in management for continuing improvement and their problem-solving
literature, its translation into actual managerial practices skills (Pajo and Lee, 2011). In conclusion, CSEV has
remains a challenge for many organizations whether in developed from company initiatives to establish vibrant
developing or in developed countries (Jamali et al., corporate social action plans such as: promoting
2015; Wang et al., 2015; Zhu and Zhang, 2015). behaviours that seek to improve the social conditions
Accordingly, at the end of the 20th century in the of the communities in which a firm operates (Rodell
European Union several important initiatives raised, with et al., 2016).
goal to support extension of CSR as natural business
standard to contribute to the sustainable development of
The impact of GHRM on CSR
the whole society, but a challenge to the future for, for
example, Slovak companies is mainly to work with factors Managers should take into their consideration employees’
that limit the realization of the EU vision in the area of orientations towards CSR practices to strengthen corporate
CSR (Antošová and Csikósová, 2015). Consequently, image among stakeholders (Farooq et al., 2014). HRM
there is a need for more studies in the CSR topic to plays a significant role in how CSR is understood,
overcome CSR challenges through adding other developed and enacted (Voegtlin and Greenwood, 2016).
management concepts such as GHRM and CSEV in one When an organization wants to recruit and select the
framework, where CSEV plays as a moderating variable human resource, HRM can check potential employees for
in the relationship between GHRM and CSR. their sensitivity towards CSR topics. HRM also can follow
a strategy for human resource training to become more
socially and environmentally responsible. Pinzone et al.
Corporate support for employee volunteering (CSEV)
(2016) showed that GHRM practices are conducive to
In the past two decades, employee volunteerism has voluntary behaviours towards the environment at the
become commonplace in many companies throughout collective level to fulfil CSR strategies.
the Western world, because many employees want to feel The recent studies showed that there is a shortage in
proud of the organizations for which they work. That pride human resources’ environmental orientation and this
will occur only when they feel that their organizations represents a major obstacle to successful implementation
encourage civic improvements, introducing better health of CSR (Yeh et al., 2014; Odriozola et al., 2015; Sampson
for people, and protecting the environment and natural and Ellis, 2015; Stuebs and Sun, 2015; Voegtlin and
resources (Marková, 2017; Bart et al., 2009). Caligiuri Greenwood, 2016). Therefore, organizations cannot fully
et al., (2013) consider CSEV as an example of the way attain the desired outcomes of their CSR practices without
in which employees are actively engaged in their encouraging green HR initiatives (Allen et al., 2011;
employers’ CSR activities. Roeck and Delobbe, 2012; Milliman, 2013; Manroop,
Gatignon-Turnau and Mignonac (2015, p.8) define 2015). However, there are significant challenges
CSEV as ‘providing encouragement and accommodation concerning how to embed CSR into the organization’s
of employee’s volunteer activities during working hours everyday processes and culture. One such challenge is
and/or own time’. Despite, a political philosophy how to make employees more concern about CSR
emphasizes the role and value of volunteering as an (Bartlett, 2009; Grayson and Sanchez-Hernandez, 2011).
element of mature societies, CSEV is an expression of In recent years, there has been growing recognition of
how today’s organizations are attempting to reconcile the relevance of fostering employee engagement as one
the different objectives of their stakeholders in the of the strategic axes of CSR (Muthuri et al., 2009).

In his study, Chi Vo (2011) advocated the importance Principi et al., (2012) found that these Altruistic
of studying the relationship between HRM and CSR to motivations were more important for German older
investigate how HRM can benefits and operates in volunteers compared to Dutch and Italian older
collaboration with CSR practices to serve the com- volunteers. In addition, as age increases, older volunteers’
munity. Although HRM’s role is not or should not be emotional gratification goals are pursued, especially in
the only condition for CSR to operate successfully, this Italy, whereas the desire to pursue new knowledge is
paper investigates how GHRMʼs practices could support greater for younger-old volunteers in general, but
CSR initiatives as in Figure 1. Thus, we suggest the especially in the Netherlands.
following hypothesis: Although many practitioners and researchers reported a
great benefit for HR who engaged in CSEV, but sound
Hypothesis 1. GHRM influences positively on empirical investigations are scarce in this field.
adopting CSR. Organizations can support employee volunteerism via
paid work time for volunteer practices, or enable them to
lead volunteer projects owned by the company. On the
The impact of CSEV on CSR other hand, some organizations provide a variety of both
forms of indirect support of employees’ volunteerism by
Organizations can influence significantly on their allowing them to freely use the company resources such
surrounding environment through CSEV by enhancing a as photocopiers, or by rescheduling work shifts to
company’s public image in the eyes of their consumers accommodate a volunteer schedule according to CSR
and with the surrounding community (Luria and Cnaan, priorities (Basil et al., 2011).
2017). Paço and Nave (2013) conclude that CSEV is CSEV encourages positive employee’s reciprocation at
one of the instruments that most companies use in their the workplace, such as pro-environmental Behaviour and
CSR strategy in order to contribute to a fairer and more organizational citizenship behaviours (Bhattacharya
sustainable global development. Moreover, in the et al., 2009; Allen et al., 2011; Roeck and Delobbe,
contemporary Spanish business environment, companies 2012). Employees perceive organizational support as a
have incorporated volunteer initiatives as a key element signal for appreciating them and this results in a stronger
of their CSR strategy. The importance of the practice of emotional bond with the company (Nishii et al., 2008;
CSEV is interpreted as a symptom of commitment to a Jones, 2010; Pajo and Lee, 2011). Drawing on social
stronger socially responsible behaviour in Spanish exchange theory, when an organization offers a high level
companies (Sanchez-Hernandez and Gallardo-Vázquez, of CSEV, employees are likely to search for activities that
2013). improve their corporate image through adopting CSR
CSEV affects positively on employees’ morale and practices (Roeck and Delobbe, 2012). In the same vein,
productivity, because employees who are also volunteers Offstein et al., (2015) revealed that an employee
express pride and loyalty towards the firm, and are willing volunteering is a means by which organizations practice
to put greater effort into their CSR practices (Vian et al., CSR and effect positive change within their social
2007; Maes, 2011; Paull and Omari, 2015). CSEV also environments. On the other hand, Morgan and Burchell
develops feelings of enhancement and altruistic towards (2010) assert that unless CSEV programmes are well
others and broadens feeling of identification towards the run, well communicated, and given a good budget,
ownership of the firm (Laverie and McDonald, 2007). employees may in fact view the programme negatively.
They demonstrated that CSR is not simply a ‘nice to have’
that can be simply bolted on. Furthermore, Todd (2015)
considered CSEV as an organizational facilitator that
could aid management’s ability to integrate stakeholder
goals within CSR strategies. Based on the aforementioned
discussion, we suggest the following hypothesis:
Hypothesis 2. CSEV influences positively on adopting

CSR.
The moderating role of CSEV between GHRM and CSR

The above discussion proves that both GHRM and CSEV
Figure 1 Conceptual model of the study [Colour figure can be viewed at have a positive impact on CSR. For example, Pinzone
wileyonlinelibrary.com] et al. (2016), Voegtlin and Greenwood (2016), Manroop

(2015), Odriozola et al. (2015), Sampson and Ellis (2015), Data was collected from 450 respondents working at
Stuebs and Sun (2015), and Milliman (2013) confirmed the top and middle management levels. Of the 352
the positive link between GHRM and CSR. On the other responses obtained, 26 were disgarded because they came
side several scholars approved the positive impact for from the lower management workforce. Therefore, the
CSEV on CSR (Morgan and Burchell, 2010; Allen response rate was 72.44%. Furthermore, the final sample
et al., 2011; Basil et al., 2011; Maes, 2011; Principi comprised 326 (195 men and 131 women) respondents
et al., 2012; Roeck and Delobbe, 2012; Paço and Nave, across multiple age groups: 107 were less than 35 years
2013; Sanchez-Hernandez and Gallardo-Vázquez, 2013; of age, 89 were 35–45 years of age, 74 were 45–55 years
Paull and Omari, 2015; Offstein et al., 2015; Todd of age and over 56. Regarding educational level, 245 had a
2015; Luria and Cnaan, 2017). bachelor’s degree, and 81 were postgraduates. In the
However, significant challenges concern how to embed sample, 208 respondents were top management
CSR into the organization’s everyday processes and employees, and 118 were middle management employees.
culture. One such challenge is to engage employees in The sample was distributed among the following sectors;
the journey towards corporate responsibility (Bartlett, telecommunication (63), financial services and banks
2009; Grayson and Sanchez-Hernandez, 2011). In recent (51), petrochemical (38), housing and real estate (84)
years, there has been growing recognition of the relevance and industrial companies (90).
of fostering employee engagement concerning
environmental issues as one of the strategic axes of CSR Control variables
(Muthuri et al., 2009). This engagement will have been
In order to avoid alternative explanations for the findings
achieved only when every employee possesses a sufficient
of this study, the author controlled some variables which
amount of knowledge and skills in respect of greening
have an impact on both CSEV and CSR. Past studies
through different HRM practices. It is also necessary to
referred to demographic variables (such as age, gender,
consider the relevant dynamics between the actions that
experience, and company size) which have an impact on
facilitate CSEV and GHRM that satisfies CSR objectives.
CSR and CSEV. In addition, various studies have referred
Accordingly, the main aim of this study is to investigate to
that women take part in voluntary activities more than
what extent CSEV strengthens the positive effect of
men, because they have more time available and greater
GHRM on CSR. More specifically, we predict that the
readiness to help others (Dolnicar et al., 2007; Calabrese
positive effect will be stronger for employees who receive
et al., 2016). On the other hand, age difference has an
high support concerning volunteering work than the
impact on the motivation of people to engage in CSR
lower. Based on the preceding literature, we postulate
and CSEV activities (Briggs et al., 2010). For example,
the following hypothesis:
young adults have personal motivations (such as actualize
of self-image and the need for personal development) to
Hypothesis 3. CSEV moderates the relationship
engage in voluntary activities, whereas older employees
between GHRM and CSR.
participate in voluntary activities to satisfy their sense of
responsibility and to contribute to the well-being of others
(Wei et al., 2011). Moreover, the experience of employees
is likely to influence on their volunteer activities and CSR
Methodology (Grant et al., 2008). Finally, large companies allocate
more funds to voluntary’s activities more than smaller
Sample and procedure ones (Basil et al., 2011).
To collect field data for this study, a questionnaire was
Measures
developed in the light of the literature review. This study
depends mainly on a self-reported questionnaire To validate the scales of this study, a structural equation
distributed to managers working at the best 30 companies model (SEM) was used, to incorporate directly
that engaged in CSR activities, which were selected from unobservable abstract constructs (latent variables), as is
EGX 100 according to the Egyptian Institute of Directors the case of GHRM, CSEV and CSR, determine the degree
(EIOD) and Standard & Poor’s foundation for building to which the measured variables are capable of describing
the S&P/EGX ESG. The sample includes only top and the latent variables, model the relationships between the
middle management concerned with formulating firms’ dependent variables and the predictor (independent)
strategies and policies of GHRM and CSR. All studied variables; and test hypotheses suggested by the initial
companies are large business enterprises, they had more theoretical framework against data collected empirically
than 500 employees and they are diversified in sectors (Murovec et al., 2012; Gallardo-Vázquez and Sanchez-
(e.g., banks, petrochemical, telecommunications, financial Hernandez, 2014). An instrument of GHRM involved 20
services, housing and construction, etc.). items based on an instrument developed by Paillé et al.

(2014) and Jabbour et al. (2012). In addition, 15 items – result supports H.1. Therefore, this study verifies that
five items for each CSR dimension – were generated GHRM is a positive driver for adopting CSR.
based on existing CSR instruments developed by Furthermore, CSEV also influences positively on CSR
Maignan and Ferrell (2001). Lastly, the CSEV measure (β = 0.81, p 0.01), this result supports Hypothesis 2. In
involved seven items developed by Gatignon-Turnau the light of results in Hypothesis 1 and Hypothesis 2, there
and Mignonac (2015). All items used five-point Likert is a significant influence of both GHRM and CSEV on
scales (1 = strongly disagree and 5 = strongly agree). CSR, but the influence of interaction between GHRM
and CSEV (GHRM × CSEV) on CSR decreased from
0.78 to 0.57 but is still significant as shown in Table 4.
Validity and Reliability of the proposed scales
Therefore, CSEV plays a moderating role in the
Reliability tests were carried out through confirmatory relationship between GHRM and CSR according to
factor analysis (CFA) and internal consistency. Table 2 Muller et al. (2005). This result supports H.3.
represents the results of the CFA, where all reliable Accordingly, the more CSEV provided by the company
indicators have a loading (λ) and composite reliability to its employees the stronger the effect of GHRM on
(CR) factor greater than 0.70 (Fornell and Larcker, adopting CSR activities.
1981; Hair et al., 2011). In addition, results referred to a
good internal consistency of GHRM, CSEV, and CSR.
Table 3 shows that Cronbach’s alpha (α) for all constructs Discussion
is greater than 0.70 (Hair et al., 2011). On the other hand,
the researcher carried out validity tests in three measures, This study examined the role of GHRM in adopting CSR
the first was content validity to validate constructs through the moderating role of CSEV. Consistent with
depending on literature review, and through critical expectations, we found a positive relationship between
evaluation of constructs with academics and practitioners GHRM and adopting CSR practices. This result consistent
during developing the questionnaire. with the findings of many studies that investigate the
The second measure was convergent validity to critical role of HRM in making organizations more
evaluate which items should be related to each construct socially and environmentally responsible (Peña-Vinces
using CFA. The CFA’s results refer to the loading of the and Delgado-Márquez, 2013; Tariq et al., 2014;
items on constructs was at least 0.71 and significant at Breitbarth et al., 2015; Szczepańska-Woszczyna, 2015;
0.001 level indicating good convergent reliability as Consoli et al., 2016; Gholami et al., 2016; Pinzone
shown in Table 2. The third and final measure of validity et al., 2016; Shnayder et al., 2016; Teixeira et al., 2016;
was discriminant validity which aimed at comparing the Lopatta et al., 2017; Masri and Jaaron, 2017; Nejati
square root of the average variance extracted (AVE) of et al., 2017).
each construct to its correlations with other constructs. Our research findings also proved that the Egyptian
Table 3 shows that the square root of AVE was greater Corporate Responsibility Centre (ECRC) succeeded in
than any correlation with other constructs, this indicates improving the national capacity to design, apply and
a good discriminant validity for each construct. In monitor sustainable CSR policies in the private sector
addition, the structural relationships were evaluated using as well as promote gender equality in the workplace
AMOS 23. CFA’s results show that (χ 2 = 418.38, df = (ECSR, 2016). In 2014, ECRC launched a volunteerism
168, χ 2/df = 2.72, CFI = 0.93, SRMR = 0.036). So, these portal named Sharek.org to reflect the joint effort of
indices refer to a good fitness of the measurement model leading private sector companies, business associations
(Hair et al., 2011). and non-governmental organizations (NGOs). This
online platform aimed at promoting the culture of
volunteerism among Egyptian corporate sector and
Data analysis and results
eliminating obstacles and difficulties in finding effective
Table 3 shows descriptive statistics of study’s variables. and impactful community volunteering opportunities
There are positive correlations among the constructs: (ECSR, 2016).
GHRM; CSEV; and CSR. SEM was used to obtain the Moreover, in 2015, Commercial International Bank
constructs of variables using Principal Component (CIB) achieved the first position in sustainability report
Analysis (PCA) as explained in Figure 2. In Table 4, the because it accomplishes many initiatives and projects in
results showed that (R2) = 0.69, this means that GHRM sustainability by raising the awareness of the stakeholders
and CSEV explain 69% of changes that occur in CSR, about the importance of cooperation and synergy to
but the other changes (31%) due to other factors did not ensure a positive impact on the environment and society.
take into consideration in this study. In addition, the CIB introduced many initiatives in this regard, such as a
results refer to GHRM has a positive impact on adopting 40% reduction of electrical energy consumption,
CSR practices (β = 0.78, p 0.01) as shown in Table 4, this replacing the use of paper based on modern electronic

Table 2 Results of confirmation factor analysis
Items Standard factor Composite Average Variance
loading (λ) Reliability (CR) Extract (AVE)
Green Human Resource Management 0.83 0.71

My company ….
Green Staffing 0.90 0.85
1- Updates staffing materials to highlight CSR initiatives. 0.87**
2- designs staffing efforts to those who are open to CSR. 0.81**
3- Builds a talent pool to support CSR strategy. 0.76**
4- Seeks new hires who will commit to CSR. 0.83*
5- guides employees how actively contribute to CSR efforts. 0.71**
Green Training 0.87 0.67
1. Provides training about how CSR is important for everyone. 0.79**
2. Provides knowledge and skills necessary to support CSR strategy. 0.78**
3. Designs training to improve green knowledge, skills and behaviours. 0.76*
4. Develops self-management and team skills to empower workers. 0.84**
5. Conducts needs assessment for green training objectives. 0.70**
Green Performance Appraisal 0.91 0.65
1. Clarifies green performance domain in organizational initiatives. 0.86**
2. Incorporates green behaviours and criteria into performance appraisal. 0.81**
3. Trains supervisor on green appraisal elements. 0.77*
4. Incorporates CSR-related performance into performance appraisal. 0.80**
5. Measures and reports sustainability-related performance. 0.74**
Green Reward and Recognition 0.82 0.71
1. Develops motivational programmes to encourage green behaviours. 0.87*
2. Recognizes of green initiatives for employees. 0.80**
3. Creates incentive systems to motivate CSR innovation. 0.73**
4. Publicly recognizes excellent CSR-related performance. 0.87*
5. Facilitates team-building sessions for green-focused teams. 0.78**
Corporate Support for Employee Volunteering 0.86 0.78
My company … .
1. Allows me to practice volunteering activities during work time. 0.81**
2. Facilitates the exchange of information among volunteers in the company. 0.75*
3. Responds favourably to fund my volunteering activities. 0.80**
4. Makes it easy for me to use its resources for my volunteering activities. 0.77**
5. Encourages my supervisor to facilitate my volunteering initiatives. 0.86**
6. Really gets involved in the volunteering activities I undertake. 0.80*
7. Spends more to support my volunteering activities. 0.79**
Corporate Social Responsibility 0.86 0.69
My company … .
Social Dimension 0.93 0.82
1. Supports the employment of people at risk of social exclusion. 0.87**
2. Values the contribution of disabled people to the business world. 0.91**
3. Aware of the employees’ quality of life. 0.82**
4. Pays wages above the industry average. 0.78**
5. Employees’ initiatives are involved in management decisions. 0.84*
Economic Dimension 0.79 0.66
1. Understands the importance of pension plans for employees. 0.81**
2. Characterizes as having the best quality-to-price ratio. 0.83**
3. Our economic management is worthy of national public support. 0.88**
4. Respects for consumer rights is a management priority. 0.90**
5. Strives to enhance stable relationships with our suppliers. 0.78**
Environmental Dimension 0.87 0.73
1. Able to minimize our environmental impact. 0.79*
2. Encourages the introduction of alternative sources of energy. 0.86**
3. Supports activities that protect our natural environment. 0.80**
4. Values the use of recyclable containers and packaging. 0.78**
5. Has a positive predisposition to the use, purchase, or production of 0.84**
environmentally friendly goods.
Note:
* p 0.05,
** p 0.01.

Table 3 Pearson correlation for GRHM and CSRʼs construct variables
Variables Mean Standard Deviation Alpha Cronbach’s (α) 1 2 3 4 5 6 7
1. Age 35.65 0.97 0.81

2. Gender 1.32 0.83 0.76 0.76**
3. Experience 13.85 0.92 0.87 0.66** 0.69**
4. Company Size 3.48 0.76 0.79 0.69** 0.78** 0.72**
5. GHRM 3.72 0.96 0.76 0.67** 0.61* 0.60* 0.65* 0.84
6.CSEV 3.55 0.87 0.82 0.59* 0.73** 0.70** 0.78** 0.80** 0.88
7. CSR 3.87 0.71 0.84 0.64* 0.64* 0.56* 0.69** 0.74** 0.78** 0.83
Notes: GHRM = Green Human Resource Management, CSEV = Corporate Support for Employee Volunteering, CSR = Corporate Social Responsibility. Size
coded as: 1 = less than 600 employees to 5 = more than 900 employees, Gender coded as: 1= female, 2= male. Diagonal bold letters are the square roots of
AVE in table 1. Other values are intercorrelation between constructs in the model.
* p 0.05,
** p 0.01.
Figure 2 Tested model and path coefficients
solutions, refutation of waste, and encouraged financing paycheque, they also like to identify themselves with a
environmentally-friendly projects (ECSR, 2016). socially responsible organization since it heightens their
In Egypt also, Raya Holding for technology and self-image (Azim, 2016). So, many companies consider
communications in 2014, devoted diversity efforts in HRM practices essential assets for managers when
supporting the “Triple Effect” project by hosting blood introducing ecological values to business management.
drives in the company; supporting Sharek.org to engage Finally, Jabbour et al. (2015) suggested that the human
Raya’s employees in civil society volunteerism; dimension of environmental management must be
celebrating International Women’s Day; launching the strengthened in organizations through building
Ramadan Tamween packages project, distributing around organizational culture characterizes by supporting
1,000 food bags across Egypt, launching a feast clothes employee volunteering.
campaign where employees donated their unused clothes However, organizations cannot fully attain the intended
through Resala, buying clothes for orphans and donating objectives of their CSR initiatives without a motivated and
EGP 2.5 million to the Egypt Support Fund (ECSR, skilled human resource. Then, the result of our study is
2016). compatible with the view that organizations must develop
Our results are consistent with the notion that CSR is a their human resource practices to enhance CSR practices
reality of modern business that companies must undertake (Milliman, 2013; Norton et al., 2014; Paillé et al., 2014;
rather than just an option and HR play critical role in Ismail et al., 2015; Jabbour and Jabbour, 2016; Donia
successful implementation of CSR especially in a and Sirsly, 2016; Gras-Gil et al., 2016; Liu et al., 2017;
turbulent environment like Egypt. On the other hand, McCarthy et al., 2017). Many firms perceived the
Stellner et al. (2015) found weak evidence that superior importance of adopting GHRM practices in developing
performance in CSR results systematically reduced credit their reputation in the business world. Therefore, Job
risk at Eurozone corporate bonds. Moreover, in Saudi seekers prefer organizations that have a good
Arabia employees are not only concerned about the environmental reputation (Paek et al., 2013; Gallardo-

Table 4 Main effects of variables (standardized beta values)
CSR. In the same vein, our research result is consistent
Relationships Path Coefficient Standard t- with another study carried out in Spain on 100 most
(Standardized β) error SE value
reputable Spanish companies according to the Merco
*
GS GHRM 0.923 0.0477 16.81 index for the period 2005–2012 which confirmed the
*
positive link between CSEV and CSR (Latheef, 2015;
GT GHRM 0.874 0.0452 18.49 Style, 2015; Gras-Gil et al., 2016; Kaifeng et al., 2016;
GPA GHRM 0.940 0.0745 19.76
* Shim and Yang, 2016; Tang-Lee, 2016). In conclusion,
our findings assert that the CSEV strengthens the positive
*
GRR GHRM 0.891 0.0561 21.43 impact of GHRM on CSR. So, CSEV plays an important
*
role, as a moderating variable, in the relationship between
Soci.Dim. CSR 0.813 0.0746 13.75 GHRM and CSR.
*
Econ.Dim. CSR 0.784 0.0817 18.74
* Practical implications
Envi.Dim. CSR 0.922 0.0713 9.78
*
This study contributes for both government and managers
GHRM CSR 0.784 0.0724 6.96 in different ways. First, government should take an
CSEV CSR 0.812 0.0152 16.47
* initiative role in creating an enabling environment for
CSR and providing more incentives to help corporations
*
GHRM X CSEV CSR 0.573 0.0316 11.86 in satisfying CSR objectives. The government also should
set minimum legal standards to ensure that corporations
are more responsible and able to meet the challenges in
Notes: GHRM = Green Human Resource Management, CSEV = Corporate
Support for Employee Volunteering, CSR = Corporate Social the Egyptian context, such as eradicating poverty and
Responsibility, GS = Green Staffing; GT = Green Training; GPA = Green hunger, creating productive and decent jobs, and fostering
Performance Appraisal; GRR= Green Reward and Recognition; Soc.Dim. human development to accommodate with sustainable
= Social Dimension; Eco.Dim. = Economic Dimension; Env.Dim. = development.
Environmental Dimension. * p 0.01. (scale based on Hair et al., 2011;
Second, managers have to take into consideration the
when the value of (t) test is close to 1.65, 1.96 and 2.56, the significance
levels will be respectively, 10%, 5% and 1%) importance of GHRM in developing CSR practices.
Specifically, they should pay more attention towards
applying GHRM’s practices to achieve environmental
Vázquez and Sanchez-Hernandez, 2014; Alonso-Almeida initiatives, support social relationships with the local
et al., 2015; Gao and Zhang, 2015; Tan et al., 2015; community, and achieve marginal profit through
Aksak et al., 2016; Dowling, 2016; Wirth et al., 2016; improving corporate image among customers. Managers
Su et al., 2017). Furthermore, most of decision makers should also be mindful with adopting GHRM philosophy
are convinced that CSR has become an essential and use CSEV as a new strategy to enhance CSR. Thus,
determinant for a firm’s success because of its positive managers should determine clear definitions for GHRM,
influence on the higher-order quality of work life CSEV and CSR. They should also allocate more funds
(Gallardo-Vázquez and Sanchez-Hernandez, 2014; Arndt for training key employees involved in CSR programmes
et al., 2015; Breitbarth et al., 2015; Ismail et al., 2015; to assure the effective implementation.
Cheung, 2016; Delgado Ferraz and Gallardo-Vázquez, Third, managers need to focus on activities aimed at
2016;Murmura et al., 2017). aligning HRM strategies with CSR strategy and how to
Regarding to the relationship between CSEV and CSR, successfully execute these strategies. In addition, HRM
our findings proved that CSEV influences positively on has to set standard measures to train staff involved in
CSR. This result agrees with the findings of social undertaking volunteering activities, and create systems
exchange theory which refers that employees can perceive of recognition to the volunteering work. Volunteers will
and understand the benefits they gain through CSEV. continue if they perceive that their work and dedication
Therefore, they reciprocate these positive attitudes with is appreciated and rewarded. However, managers can also
their company in the form of most environmental encourage employees to volunteer their time and
engagement by affective committing towards CSR experience in community activities to ensure that their
programmes (Sanchez-Hernandez and Gallardo-Vázquez, society’s initiatives are properly targeted and effective.
2013; Kaur, 2014; Megan and Maryam, 2015; Alhouti Finally, managers must translate CSR strategies into
et al., 2016; Feicht et al., 2016; Breitsohl and Ehrig, GHRM practices or priorities to achieve business
2017; Haleem et al., 2017). Additionally, the results objectives effectively. Therefore, managers must take into
showed that CSEV in environmental corporate strategy consideration raising employees’ awareness of CSR
was particularly crucial in establishing an organizational activities, enacting a healthy work environment, and
link between the external and internal dimensions of devoting more support for employee volunteering.

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European Management Review, Vol.

16, 1079–1095, (2019)

The Role of Corporate Support for Employee

Introduction Many scholars reveal that GHRM is established

© 2018 European Academy of Management

© 2018 European Academy of Management

© 2018 European Academy of Management

© 2018 European Academy of Management

© 2018 European Academy of Management

Hypothesis 2. CSEV influences positively on adopting

The moderating role of CSEV between GHRM and CSR

© 2018 European Academy of Management

© 2018 European Academy of Management

© 2018 European Academy of Management

Green Human Resource Management 0.83 0.71

© 2018 European Academy of Management

1. Age 35.65 0.97 0.81

Figure 2 Tested model and path coefficients

© 2018 European Academy of Management

© 2018 European Academy of Management

© 2018 European Academy of Management

© 2018 European Academy of Management

© 2018 European Academy of Management

© 2018 European Academy of Management

© 2018 European Academy of Management

© 2018 European Academy of Management

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