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ACKNOWLEGEMENT First, we would like to thank God Almighty for an opportunity that we can gather as a group to learn something new outside the classroom to enhance our knowledge and skills which He has blessed us. We would also like to thank our family for believing in us and for financially supporting us. We offer this study to you. To our adviser Dr. Leda Celis, Thank you for the continued guidance throughout this entire study. We couldnt have done it without you. To our Research Teacher Mr. Eric Arthur Dio, thank you for giving us sound advices to make our study better and guiding us at the same time. To the President of Dr. Pablo O. Torre Memorial Hospital, Inc., Ms. Arlene Ledesma and to the Board of Directors, thank you for allowing us to conduct our study in your company. To the management of Dr. Pablo O. Torre Memorial Hospital, Inc. and Dr. Pablo O. Torre Foundation especially to Ms.Jolly Mider and Ms. Anadel Jamili, thank you for giving us your time in facilitating our study as well as providing the information that substantiated our study. To us, the members of the group for the determination, commitment, optimism towards this study and efforts to make this research complete and possible. And to our dearest classmates, and closest friends, for the love and support and the never ending cheers and enthusiasm to encourage us all the way throughout this study.

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EXECUTIVE SUMMARY This research study assessed the Corporate Social Responsibility (CSR) practices of Dr. Pablo O. Torre Memorial Hospital, Inc. together with its affiliated foundation, Dr. Pablo O. Torre Foundation. CSR has become a fundamental requisite amongst corporate firms here in the Philippines. The researchers obtained data from the Head of the Human Resources Department and the head of the DPOT Foundation and from the employees of the company. The results of the study can help to improve current CSR practices of Dr. Pablo O. Torre Memorial Hospital, Inc. for better outcomes. Results drew from the data shows what the companys concept of Corporate Social Responsibility is and how it is implemented. It also showed how the employees of the company are aware and satisfied of the current Corporate Social Responsibility practices of the company. Both interview and survey questionnaires were used in obtaining the data. The study aims to determine as well as give recommendations on the companys CSR program for the benefit of the company based on the data and results gathered.

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CHAPTER 1 INTRODUCTION Background of the Study Before, the goals of the firms concentrated on maximizing profits for the firm, then it upgraded to maximizing the shareholders wealth which concentrates on the welfare of the owners of the company. Today, business owners have recognized the necessity to consider the welfare of those affected by their firms or the stakeholders as it naturally becomes beneficial to their companies rather than a burden. According to Peter Drucker (2004), Every organization must assume responsibility for its impact on employees, the environment, customers, and whomever and whatever it touches. That is social responsibility. Corporate Social Responsibility (CSR) is being practiced globally as a corporate strategy and has shown significant results with regards to the firms customer relations. Some researches show that customers prefer companies that practice CSR thus, increasing customer loyalty and these companies have lesser risks of destroying their reputation which in return increase profitability. When it comes to product branding and marketing it to the public may depend on the strength and extent of CSR, another driving force may be cost management. Currently, more and more Filipino businesses are seeing the benefits of CSR, and started to shift towards more ethical business practices as public perception now plays a big role in product/brand building in the market that would make them stand out from the rest. Most of the big companies today would claim that they are not only into profit but they also care for the welfare of the society. But some of them just want to show a false impression of

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the company so that they could attract more customers. When profits for the company are now being associated with the public interest, Corporate Social Responsibility might be ignored. Most of the large companies only focus to have a large increased in their profit but dont have waste management. Goes to show that some companies may really have their own program for CSR but the public is not aware of it or doubt about it. Private Hospitals are entities that offer healthcare services to people for profit and are primarily service in nature. It never runs out of customers because most people want to avail health services for both prevention and cure and patients would really demand that they receive the best care possible and pay the price for it. Finding a way to balance between what their stakeholders need to have and what they can afford to give, ensuring that these stakeholders receive not just good standards of public health and that they are willing and able to provide the needed resources to perform these CSR activities. If done well, they are able to secure public acceptance. In this study, the researchers aim to evaluate the current CSR practices of one of the major private hospitals in Bacolod City, Dr. Pablo O. Torre Memorial Hospital or more popularly known as Riverside Medical Center, Inc. A thorough review of related existing literature will be done to determine the standards for evaluation to be presented in this paper. Initially, researchers review Corporate Social Responsibility, its theories, general principles and practices then moving on to the beliefs and practices of the firm.

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Objectives The main objective of this study is to determine as well as give recommendations on the CSR program of Dr. Pablo O. Torre Memorial Hospital, Inc. The study also aims to answer the following specific objectives: 1. To assess the understanding of Dr. Pablo O. Torre Memorial Hospital, Inc. on the Corporate Social Responsibility concept. 2. To determine how the Dr. Pablo O. Torre Memorial Hospital, Inc. describe the importance of Corporate Social Responsibility to their business. 3. To determine the various implementation of CSR strategies of Dr. Pablo O. Torre Memorial Hospital, Inc. to the different stakeholders. 4. To determine the factors that motivates Dr. Pablo O. Torre Memorial Hospital, Inc. to engage with CSR activities. 5. To gain knowledge on the problems encountered by Dr. Pablo O. Torre Memorial Hospital, Inc. in the implementation of its CSR program. 6. To know the type of resources used by Dr. Pablo O. Torre Memorial Hospital, Inc. to sustain operations of its CSR program. 7. To determine the awareness and satisfaction of the employees of Dr. Pablo O. Torre Memorial Hospital, Inc. of their companys CSR activities 8. To come up with recommendations for the benefit and improvement of the company.

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Theoretical and Conceptual Framework Illustrated in Figure 1 is a CSR Framework which will focus on Dr. Pablo O. Torre Memorial Hospital, Inc.s CSR practices and how these programs cater to the stakeholders affected and how will other factors such as the companys perception of CSR and what drives and hinders them from doing CSR activities. The conceptual framework used for this study is a combination of two conceptual frameworks, first is a conceptual framework presented in Jose Mario B. Maximianos study entitled The state of corporate social responsibility in the Philippines and the second is Hersheys CSR Framework from its 2009 CSR Report. Maximianos conceptual framework revolves around an overview of how socially responsible Philippine business is. In the center of its framework is the firm, which has two important and basic components that are tested, namely: (1) the extent of its CSR involvement in areas such as social investment, environmental stewardship, etc. (2) the extent of the CSR integration in terms of leadership, policy, etc. Furthermore, it comprehended both the prevailing drivers and obstacles in the practice of CSR and looked at the correlations among the CSR drivers, CSR barriers and expectations across all company sizes and industries. As to Hersheys CSR Framework, taken from its 2009 CSR Report, the companys CSR efforts are organized into what they call the four pillars: Environment, Workplace, Marketplace and Community and in each of these pillars, the company has identified priority areas and measurable targets to track improvements over time. For this study, the frameworks were narrowed down and fused into one conceptual framework. From the correlative variables taken from Maximianos framework only the CSR

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Perspective/View, Drivers and Barriers are included and the other will be the CSR Standards which will be integrated in this study and instead that the extent of its CSR involvement in areas such as social investment, environmental stewardship, issues in the workplace, and partnership with the community, it will simplified in the form of Hersheys CSR framework but instead of four pillars: Environment, Workplace, Marketplace and Community, there are five pillars in which the fifth will be the Government. According to Lawrence & Weber (2008) the classification of government as a nonmarket, or secondary, stakeholder has been controversial in stakeholder theory. Most theorists say that government is a nonmarket stakeholder because it does not normally conduct any direct market exchanges (buying and selling) with business. However, money often flows from business to government in the form of taxes and fees, and sometimes from government to business in the form of subsidies or incentives. Moreover, some businessesdefense contractors for example do sell directly to the government and receive payment for goods and services rendered. For this reason, a few theorists have called government a market stakeholder of business. Governments have the capacity to implement CSR in their countries and again from Lawrence and Weber, (2008) Governments exercise political power through legislation, regulations, or lawsuits. While government agencies act directly, other stakeholders use their political power indirectly by urging government to use its powers by passing new laws or enacting regulations. Citizens may also vote for candidates that support their views with respect to government laws and regulations affecting business, a different kind of voting power than the one discussed above. Stakeholders may also exercise political power directly, as when social, environmental, or community activists organize to protest a particular corporate action.

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Like an individual, there are certain factors that affect a companys performance. In the concept of Corporate Social Responsibility, a company can be motivated and hindered from doing their activities included in its CSR Program. There are certain standards that it should follow and their activities are somehow affected by the way they perceive the things it does. The framework integrates the factors such as CSR Barriers, Drivers, Perspective and Standards in order to determine the overall view of the companys interpretation of CSR and how they plan to integrate it in their operations. Similarly all companies have considered valuing their stakeholders and also most of them if not all have the same set of stakeholders especially private corporations only that they have a different effect on each of their stakeholders and extent of integration. Stakeholders are divided into sectors like what is included in the framework. Although the framework for the stakeholder portion may be of a chocolate manufacturing company but it defines its CSR framework pillars just like any other company would likely group their own stakeholders because they only have one society that surrounds them.

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CSR Drivers

CSR Barriers

COMMUNITIES

GOVERNMENT

CSR PRACTICES
WORKPLACE ENVIRONMENT
Employees Stockholders

CSR

RMCI.

CSR Perspective

MARKETPLACE
Customers/patients Suppliers

CSR Standards

Figure 1. Conceptual Framework from Mario B. Maximianos study entitled The state of corporate social responsibility in the Philippines and The Hershey Companys CSR Framework from its 2009 CSR Report.

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Scope and Limitation The study aims to determine as well as give recommendations on the current CSR practices of Dr. Pablo O. Torre Memorial Hospital,, Inc. In line with this, information gathering will only be limited through an interview of a few people in the organization who are involved in planning, integrating, implementing and the doing the CSR programs of the company and a survey to employees in the Human Resources Department, Billing, Finance and Marketing. Approval and availability of total information release were considered as limitations because the company representative could only disclose information as to approval by top management regarding their activities and due to confidentiality of some operations. Research and datagathering are restricted to the months of July to September of 2011. Moreover, time allotment is also limited for management to be available for interviews and the employees to be open for survey.

Significance of the Study This study will be focusing on determining analyzing and later recommend on the Corporate Social Responsibility in private hospitals such as Dr. Pablo O. Torre Memorial Hospital,, Inc. for further improvement. With this research study, it will be significant to Dr. Pablo O. Torre Memorial Hospital,, Inc. in continuing their tradition in not only providing the best healthcare for the people in Bacolod and other nearby cities and municipalities but also being a socially responsible company. Improvements in the CSR practices of Dr. Pablo O. Torre Memorial Hospital,, Inc. will also facilitate the growth of the company within the society.

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This study can benefit future researchers with the same field of study. This research can somehow give other researchers the idea on how Corporate Social Responsibility is important not only in private hospitals but also in other companies. It would set insight about the analysis between concepts of CSR by the whole company itself and awareness and satisfaction of the CSR practices by employees will help improve the operations of the industry. As this study deals with the analysis of the current Corporate Social Responsibility practices applied by the Bacolod Dr. Pablo O. Torre Memorial Hospital,, Inc., this study can be useful in the formulation of possible alternatives and recommendations that would address the continuous improvement on other companies Corporate Social Responsibility practices. Moreover, some companies that are yet to develop their own Corporate Social Responsibility program may become aware of the benefits of having a Corporate Social Responsibility program can bring to their operations.

Definition of Terms Communities groups of people who live in a common area Corporate Social Responsibility - is the corporate initiative to determine and take into account the responsibility for the effects of a company's operation on its stakeholders. CSR Barriers reasons that hinders implementation of Corporate Social Responsibility activities CSR Drivers reasons that motivates the implementation of Corporate Social Responsibility activities CSR Perspective how a company as a whole and the employees view Corporate Social Responsibility

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CSR Standards these are levels of qualities of Corporate Social Responsibility that are accepted as the norms or by which current performances are compared Customers refers to the persons who avail the products and services of the company. Employees refers to the persons who work for the company Environment refers to nature, the natural surroundings around the organization. Government a hierarchy of persons who are authorized to administer laws. Management refers to a body in the organization the makes decisions, forms and implements policies and supervises and reviews the operation of the whole company. Marketplace composed mainly of the customers and suppliers whom are considered in market transactions. Stakeholder - refers to persons and groups that affect, or are affected by, an organizations decisions, policies, and operations. Stockholders persons who own shares of stock of a firm. Workplace composed of the employees as well as the stockholders whom are considered in the whole organization.

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CHAPTER 2 REVIEW OF RELATED LITERATURE It is a wonder how businesses have complex relationships with society and how they are able manage these interactions that may lead to their success or failure. To be able to build a relationship with society that has too many expectations, government interventions, added with climate change, and release of the latest technologies, management will really have a difficult time to both achieve economic profits and create value for the diversified market. According to Lawrence and Weber (2008), Business today is one of the dominant institutions in society and all over the world. And business refers to any organization that is engaged in making a product or providing a service for a profit. Society, on the other hand, refers to human beings and to the social structures they collectively create. In a more specific sense, the term is used to refer to segments of humankind, such as members of a particular community, nation, or interest group. As a set of organizations created by humans, business is clearly a part of society. At the same time, it is also a distinct entity, separated from the rest of society by clear boundaries. Business is engaged in ongoing exchanges with its external environment across these dividing lines. According to, David Korten (1996), Business has become, in the last half century, the most powerful institution on the planet. The dominant institution in any society needs to take responsibility for the whole resources. Every decision that is made, every action that is taken, must be viewed in light of that kind of responsibility.

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The precise nature of CSR is understood in different ways, with differences in understanding or representation of the concept relatable to different paradigms and concerns. Although there are several contested notions of what CSR should be and how it should work, there is some agreement upon what it broadly entails. A number of concepts and issues are subsumed under the heading of CSR, including human rights, environmental responsibility, diversity management, sustainability, and philanthropy (Amaeshi&Adi, 2006), which makes CSR a very complicated topic to analyze because of the many fields of study involved in this topic. Corporate Social Responsibility (CSR) means that a corporation should be held accountable for any of its actions that affect people, their communities, and their environment. It implies that harm to people and society should be acknowledged and corrected if at all possible. It may require a company to forgo some profits if its social impacts seriously hurt some of its stakeholders or if its funds can be used to have a positive social impact. (Lawrence &Weber , 2008, p.45-46) Wayne Visser (2011), founder and director of CSR International, defines CSR as the way in which business consistently creates shared value in society through economic development, good governance, stakeholder responsiveness and environmental improvement. Put it in another way, CSR is an integrated, systemic approach by business that builds, rather than erodes or destroys, economic, social, human and natural capital. Doing the most good for your company and your cause, Corporate Social Responsibility is a commitment to improve community well-being through discretionary business practices & contributions of corporate resources (Kotler & Lee, 2005, p.3)

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Furthermore in Lawrence and Webers book, Business & Society; Stakeholders, Ethics, Public Policy, they mentioned about two principles for CSR, The Charity and Stewardship Principle. According to them, The Charity Principle is the idea wherein the wealthiest members of society should be charitable toward those less fortunate, is a very ancient notion. On the other hand in the Stewardship principle, business leaders who follow this principle, although their companies are privately owned and they try to make profits for the stockholders, believe that they have an obligation to see that everyone particularly those in need or at risk benefits from their firms actions. According to this view, corporate managers have been placed in a position of public trust. (Lawrence &Weber, 2005, p.48-49) The implementation of CSR will make corporations voluntarily take into account their stakeholders whom are affected of their operations. As what the European Commission defines CSR as "a concept whereby companies integrate social and environmental concerns in their business operations and in their interactions with their stakeholders on a voluntary basis" (European Multi-stakeholder Forum on CSR, 2004, p.3) Similarly, the Chartered Institute of Personnel and Development (CIPD) considers CSR to involve corporations taking responsibility for their "impact economically, socially, environmentally and in terms of human rights" (CIPD website). The UK Corporate Responsibility Bill (2002) suggests that corporations should "take all reasonable steps to minimize any negative environmental, social and economic impacts" (Article 7b). Accordingly the previous definitions place emphasis on avoidance of harm, wherein the concept that firms should share responsibility towards the stakeholders and be able to sustain and seek positive change.

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McWilliams & Siegel (2001) define CSR as "actions that appear to further some social good, beyond the interests of the firm and that which is required by law" (117), and similarly Carroll's (1991) 'Pyramid of Corporate Social Responsibility' includes philanthropic requirements. The role of the stakeholder is a key to a CSR approach, with stakeholders understood to include any person who may be affected by any operations to which a report applies and includes but is not limited to shareholders and investors, employees, communities and individuals. (Corporate Responsibility Bill, 2002, Article 3) The stakeholder theory of the firm, argues that corporations serve a broad public purpose which is to create value for society. All companies must make a profit for their owners; indeed, if they did not, they would not long survive. Supporters of the stakeholder theory of the firm make three core arguments for their position which are descriptive, instrumental, and normative. Descriptive argument gives details to the actual work of the company such as giving attention to the financial performance, while instrumental argument view stakeholder management as a corporate strategy and the normative argument states that stakeholder management is simply the right thing to do. (Lawrence & Weber, 2005) Companies have a greater control over the vast resources and these hold them responsible to any actions that they do. Others have expanded the stakeholder definition beyond individuals and groups to include, for example, the environment (Haigh& Griffiths, 2007). The notion of the stakeholder translates into accountability on the part of a company; whether to people or non-human stakeholders (Jacobs, 1997).

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A great deal of CSR literature is concerned with the perceived dichotomy of the normative and instrumental approaches. Much of the literature promotes the 'business case' for CSR with many claiming that "ethics can be good for business" (Swain in The Independent, 2007). CSR is understood to be a corporate strategy in companies which makes them distinguish and protect their brands, create stakeholder trust, and attract and retain potential members of the marketplace and workplace. It is debated that CSR must be made relevant to the concerns of business people by emphasizing and focusing on the instrumental' approach that "CSR needs to be reconstructed in an instrumental linguistic praxis to be meaningful to managers in their dayto-day pursuits of organizational goals and objectives" (Amaeshi&Adi, 2006: 3) However, those who take a normative approach express the concern that an instrumentalist approach diminishes the underpinning ethical principles of CSR. For normative approach "many HR advocates resist any arguments to the effect that a corporate HR agenda is 'good business' because that argument commodities basic principles of human dignity and thus surrenders the moral high ground. In this view, corporations should protect human rights because it is the right thing to do, whether it is profitable or not" (Steinhardt in Alston, 2005:179). In effect, the normative and instrumental debate rests upon different notions of what the 'bottom line' of business might be. The different approaches themselves can be understood to be "underpinned by substantively differentiating, relative logics of emotional rationalism on the one hand, and instrumental rationalism (rational choice) on the other" (Amaeshi&Adi, 2006: 1). Interestingly, Reinhardt (in Hay et al, 2005) notes that the normative and instrumental arguments are often used simultaneously. For example, "CSR involves a change in company motivation. This may stem from the ethical attitudes of the managers in an industrial company,

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or from an awareness that the company's own interests are best served by an enlightened policy" (Beesley& Evans, 1978: 35) CSR seem to be used to suit different contexts or audiences in order to 'sell' the idea. It is argued that an instrumental approach would only involve acting ethically as long as it was profitable to do so, whereas a normative approach suggests a more consistent ethical performance (Gond&Matten, 2007). Partly, arguments on the characteristics of CSR can be associated to different ideas of the corporations nature and function and its relationship to society. Business ethics becomes then the key part on the arguments involved. CSR is established like a political statement that gives responsibility for corporations to be involved in the society as well as to the country or state. Different frameworks will be discussed on the following paragraphs that would show different understandings about the corporations role in the society. One of the most widely cited and strident opponents of the notion that corporations should be socially responsible is Milton Friedman (1970) who stated that: "The businessmen believe that they are defending free enterprise when they declaim that business is not concerned 'merely' with profit but also with promoting desirable 'social' ends; that business has a 'social conscience' and takes seriously its responsibilities for providing employment, eliminating discrimination, avoiding pollution and whatever else may be the catchwords of the contemporary crop of reformers. Businessmen who talk this way are unwitting puppets of the intellectual forces that have been undermining the basis of a free society these past decades" (Friedman, 1970) Hemingways position relies on the 'theory of the firm' where all activity is directed towards shareholder value (Hemingway, 2005). Carroll (1991) suggests that economic

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responsibility is the 'bottom line' "because without it the others become moot considerations" (Carroll, 1991: 41). Others acknowledge that ethics and economics might sometimes clash, and suggest that corporations must move beyond the notion that profit "can alone stand as a reason for studying the ethics of business" (Chryssides&Kaler, 2005: 34). But the purpose of the corporation is related to its status in society, and in particular, the question: "Is the corporation the private property of the stockholders who choose to do business in the corporate form, or is the corporation a public institution sanctioned by the state for some social good?" (Boatright, 2000: 248) Business ethics knocks on the individual conscience before one makes decision, while CSR nags the moral accountability of a group of individuals. I stress here that CSR assumes that practitioners are ethical. CSR requires the business leaders and the other members of the organization are well founded in business ethics before doing corporate citizenship. You cannot practice CSR without Business Ethics. (Maximiano, 2003: p7). The statement speaks about the importance of business ethics in the function of CSR. It is clearly shown that business ethics affects the decision making of CSR in performing an activity for it must considered first whether it is ethical or not. Managers are also expected to have greater understanding or knowledge in about business ethics for they are one of those who are creating and deciding an activity. CSR includes code of conduct, corporate citizenship, employee volunteerism, resource sharing and management, social investment and sustainable development. CSR is interested in broadening participation is social development efforts by getting more people participate in poverty alleviation programs and community involvement. It believes that more people are engaging the better the CSR. (Maximiano, 2003: p8).

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While others are contented with minimal requirements of the moral norms and code of conduct, the goal of both business ethics is personal excellence and that of CSR is corporate excellence. Corporate Social Responsibility is the application of the fundamental principles to concrete situations in life. (Maximiano, 2003: p9 paragraph 4). Corporate social responsibility is the result of a deep conviction that there is something superior to truth, and that is social involvement. A good theory without daily living is diseased. For this reason, it is always harder and far more challenging to leave the truth and get involve that to memorize some code of conducts. (Maximiano, 2003: p9 paragraph 7). The basic CSR principles implicated are the prioritization of labor over capital, respect for human dignity and employee rights. Employment at will is opposed to corporate citizenship in the workplace and absolutely unethical in business because it is morally wrong and socially irresponsible to see labor as one of the factors involve in production and it is also morally wrong to consider the absolute management of human resources as part of the employers property right. (Maximiano, 2003: p267) Corporate Social Responsibility (CSR) has permeated management practice and theory up to a point where CSR can be referred to as the latest management fad (Guthey, Langer, & Morsing, 2006). At the individual level, CSR has been constructed by Ackermann (1975) as managerial discretion. According to this view managerial actions are not fully defined by corporate policies and procedures. So although managers are constrained by their work environment they nonetheless have to weigh the moral consequences of the choices they make.

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The view of CSR is strongly anchored in the business ethics literature (Jones, 1991; Donaldson & Dunfee, 1994; Crane & Matten, 2003). CSR thus becomes a question of stakeholder identification, involvement, and communication (Mitchell, Agle, & Wood, 1997; Morsing & Beckmann, 2006; Morsing & Schultz, 2006). The purpose of stakeholder management was to devise a framework to manage strategically the myriad groups that influenced, directly and indirectly, the ability of a firm to achieve its objectives. (Freeman & Velamuri, 2006) Literature bringing together CSR and innovation has emerged gradually over the past decade. One interpretation of social innovation can refer to improvements in the CSR process. (Dorado, 2005) The term corporate social innovation was first introduced by Rosabeth Moss Kanter (1999: 125) who argues that firms should use social issues as a learning laboratory for identifying unmet needs and for developing solutions that create new markets defines corporate social innovation as a way of "finding new products and services that meet not only the functional needs of consumers for tasty food or clean clothes but also their wider aspirations as citizens."(Cited in Webb, 2007) most firms remain focused on CSR as a tool to reduce risks and operational cost (Hockerts, 2008) He proposes that corporate social innovation requires the creation of knowledge structures that result from investments in corporate social performance. Examples for such scripts could be CSR management and communication tools (i.e. Kuhndt, Tuner, & Liedtke, 2003; Seuring, 2004; Beske, Koplin, & Seuring, 2006; Burritt & Saka, 2006; Morsing, 2006;

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Perrini, 2006b; Von Hauff & Kleine, 2006; Vallentin, 2007) that in turn can initiate corporate learning processes (Mller & Siebenhner, 2005). An important subtheme of corporate social innovation is the focus on low-income markets. Prahalad and Hart (1999) premise is that by focusing on the unmet needs of low-income populations firms can create profitable markets while also helping the poor address some of their most urgent needs (Christensen, Craig, & Hart, 2001; Prahalad & Hammond, 2002; Prahalad & Hart, 2002). Prahalads most notable assumption is that BOP markets have to pay a poverty premium(Prahalad & Hammond, 2002: 8). This implies that the financially - challenged have to pay more for goods and services than their fellow countrymen who are in the middle class and above. By using BOP thinking MNCs are believed to better target their design as well as improve the distribution so as to bring down the poverty premium. At the institutional level, literature on innovation and CSR has mainly focused on standards-driven institutional entrepreneurship. Examples, include research work on the creation of the Global Compact, an institutional innovation aiming at creating a framework for reporting the social, environmental, and economic performance of firms (Etzion & Ferraro, 2006; Brown, de Jong, & Lessidrenska, 2007). The role of the manager and other key decision makers is a central concern of much CSR literature. Key staff members are understood to face a complex task in implementing CSR values in concrete situations, and potentially to lack the skills to do so. Much of the literature suggests that commitment of employees and in particular decision makers is essential to successful CSR. The personal values of managers are understood to be important, relating to the status of the

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manager as a 'moral actor'. Also interactions between organizational culture and personal values of managers are seen to be significant (Hemingway, 2005). A key aspect of CSR, as suggested, is dialogue with and responsibilities to stakeholders. Carroll suggests that the notion of stakeholders enables a personalisation of responsibilities and also "delineating the specific groups or persons business should consider in its CSR orientation" (Carroll 1991: 41). "Regrettably, a significant amount of American material which passes for business ethics has been written by well-intentioned business people who, unfortunately, lack the analytical skills which would enable them to be clear as to what precisely key concepts such as fairness, justice, truth and the like might mean" (Chryssides & Kaler, 2005: 9) As presented in ASEAN Foundations Publication entitled ASEAN Foundation and Emerging CSR Issues and Challenges (2008), introduces that in ASEANs Corporate Social Responsibility as a core strategic function in the enterprise, consistent with the mission of the organization, and aligned with the concept of sustainable development, positive competitive outcomes, and an equitable sharing of resources across society. Its key elements may include: corporate governance, human resource management, regulatory compliance, environmental stewardship, community outreach and investment, and human rights. Thus, there is broad agreement that CSR encompasses more than the traditional philanthropic activities. In December 2005, the Asia-Pacific Economic Cooperation (APEC) published a report on Corporate Social Responsibility in the APEC Region: Current Status and Implications containing the results of the study conducted in 14 countries in the Asia-Pacific region, including several ASEAN countries, namely, Indonesia, Philippines, Singapore, Thailand and Viet Nam.

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The APEC report has noted that the similarities between the 14 countries when it comes to CSR is that the origins and conceptualization of CSR is rooted in the historical and cultural traditions of each country, and is deeply influenced by ethical concepts and religious practice. It has also noted that CSR is gradually moving from its historical focus on business philanthropy to a broader set of activities and integrate the practice of CSR into the core strategy of the organization. For this transformation to occur to its full potential there must be a clear business case made articulating the benefits of CSR. However, this is difficult to achieve in practice because tools to evaluate the benefits of CSR and to make CSR operational is still underdeveloped. Nevertheless, there is rapid growth in the development to measure and evaluate CSR because this will enhance the credibility of CSR and make it easier to substantiate. For the Philippines, the APEC report has observed that market forces have been the major drivers of CSR behavior. Corporations and private institutions involve themselves in CSR activities not only as a tactical response to crises but also to acknowledge that business will not thrive in an environment that majority of the population are poor. The report also noted that the conception of CSR practices can be traced back to the 1950s and has significantly increased with latest recorded corporate giving (2002-2004) increasing three-fold to P2.6 billion in a period of ten years and CSR is usually philanthropic in nature with health and education being the main recipients and internal expressions of CSR, like employee involvement towards CSR, are practiced and integrated to the day to day operations of big companies. Lastly, the report also noted that sustaining the commitment and resources available for CSR are the main challenges as social problems continues to exists along with the deteriorating economic condition of the

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country and the leaders who promote CSR commitment within an organization have been identified as the principal agents for the promotion strategy. In August 2005, Dr. J. L. Gonzales III, a professor in Golden Gate University, published a paper on Corporate Social Responsibility in Asia, which provides an overview of CSR and its impact on social development with special emphasis on Asia. One underlying argument that the paper makes is that, although many of the CSR interventions being applied globally are relatively new to Asia, CSR, when operationally defined as corporation-community collaboration (CCC) towards social development, becomes a vintage concept familiar to generations of Asian entrepreneurs and the communities they serve. The case studies that formed the bases for the paper include ASEAN countries such as the Philippines, Thailand, Indonesia and Singapore. The paper concludes that CSR in Asian businesses comes from spiritual and philosophical underpinnings and in order to initiate and make CSR successful, there should be a profitable business climate, wealth accumulation and it requires a legal framework that promotes openness, partnerships, and democratization. In the legal framework, the paper recommends that policy makers should recognize that CCC is both a CSR process and a CSR product. They should encourage trust and confidence-building activities since they seem to be the most important components of formal CSR-CCC conceptualization and institutionalization. Mostly, they should signal to private firms and civil society groups to factor CCC and other CSR interventions into their business models early. (ASEAN Foundation, 2008)

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According to Jo Bilson, Corporate social responsibility (CSR) or corporate citizenship entails companies behaving in a socially responsible manner, and dealing with other business parties who do the same. With growing public awareness and demand for socially responsible businesses, it is little wonder that companies of today take corporate social responsibility into account when planning future socially responsible business operations. One approach to engaging in corporate social responsibility is through community-based development projects. Community-based and community-driven development projects have become an important form of development assistance among global socially responsible companies. An economic relationship implies a strategy of engaging the wider community into the core business activity of the company so that communities become embedded in corporate supply chain strategy to create a sustainable business. (Bilson, 2010) The Hersheys Company released its first Corporate Social Responsibility Report in the year 2009. In this report the company stated that Hersheys corporate strategy calls for building a sustainable and competitively advantaged business model. And they believe that CSR supports this strategy by providing the context and focus for driving continuous improvement that balances stakeholder interests and ensures the companys long-term viability. (The Hersheys Company, 2009) For Petron, corporate social responsibilities are values firmly held in their corporation. This is highlighted in the companys corporate mission: caring for the community and the environment. In pursuit to this mandate, Petron Foundation implements programs to secure the

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future of the Filipino children and fuel their hopes through corporate social responsibility endeavours in the areas of education, environment, health and human services and advocacy. Petrons CSR programs are under the umbrella called Project H.O.P.E. - Helping Filipinos Overcome Poverty through Education. It is focused on providing the specialized learning program for the underserved children and youth. For the children, the focus will be on sending elementary-aged kids from Grades 1 to 6, keep them there, keep them well, and make sure that they learn. Support programs for the scholars parents are also provided. Parallel to this is the building of Petron Schools in areas where the need for a venue for education is greatest. The program for the youth, on the other hand, will be focused on promoting entrepreneurship among the youth by undertaking, creating, coordinating and acting as catalyst in entrepreneurship education and development, with the end-goal of making them creators of wealth. (Petron, 2011) Based on the belief that integration of CSR into business activities is essential for sustainable growth, Samsung Electronics makes every effort to listen to the views of internal and external stakeholders and incorporate them into CSR initiatives. For systematic implementation of CSR, the CSR Liaison Office, which reports directly to the CEO, was created in January 2009. A consultative body comprising of executives of CSR related departments holds discussions on how to address and resolve major CSR issues and questions posed by external stakeholders. The recent rise in CSR related inquiries from external stakeholders has increased the need for timely and transparent information disclosure. In response, Samsung Electronics set up a new external request handling system to facilitate

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communication with stakeholders. In 2010, we received 96 requests from external stakeholders. We effectively responded to these inquiries through cooperation with the HR, environment and IR departments. Presently, we are expanding the scope of issues covered in the Sustainability Report and information disclosure via the Web to communicate CSR issues more effectively. (Samsung, 2011) Caring for the world, one person at a time inspires and unites the people of Johnson & Johnson. This year, we celebrate 125 years of embracing research and science - bringing innovative ideas, products and services to advance the health and well-being of people. Employees of the Johnson & Johnson Family of Companies work in more than 250 operating companies in 60 countries throughout the world. The passion and commitment of our people yield innovations that further minimize our impact on the planet, drive new alliances to address major health challenges in developing and developed countries, and help to create economic opportunity for people. Improving human health and well-being is our crucial mission and the ultimate measure of upholding our responsibility now and for generations to come. (Johnson & Johnson, 2011) Synthesis: Base on the data gathered CSR infuse management theory and practices up to the point where CSR was referred to as a management trend. Although there are several definition of CSR given by the different authors, the researchers gave meaning to Corporate Social Responsibility as the act of helping the community through providing education, establishing charities for the less fortunate and also for offering programs which can rehabilitate the environment. This made

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the company capable of controlling vast resources and holding themselves responsible in whatever actions that they do that can affect the community. The researchers also learned about the charity and stewardship principle. Charity principle states that the wealthiest people in the society should help the less fortunate in the community and Stewardship principle states that the company whether privately or publicly owned should always consider that whatever actions that they do must be beneficial to the health and well-being of the people and to the environment and economy as well. CSR is the application of the fundamental principle to concrete situation in life. The more the people that are engaged in CSR the better. It is also necessary that there is willingness and commitment on the people engaging in CSR.

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CHAPTER 3 RESEARCH METHODOLOGY

Research design The research describes how Corporate Social Responsibility is done in Dr. Pablo O. Torre Memorial Hospital, Inc. The research study employed the evaluative method. The purpose of using this method was to analyze the variables of this study which are the current CSR practices of Dr. Pablo O. Torre Memorial Hospital,, Inc. to their stakeholders namely the Environment, Workplace which is composed of the employees and stockholders, Marketplace which is composed of the customers and suppliers, Community and Government, which are affected by the following factors: CSR barriers, CSR drivers, CSR perspective and CSR standards. It also aims to know the importance of Corporate Social Responsibility to attain better stakeholder relations by first knowing the companies perspective of CSR, what drives or hinders them from doing CSR activities to their main stakeholders and then forming an action plan for improvement.

Data Sources / Participant Dr. Pablo O. Torre Memorial Hospital, Inc. and its affiliated foundation, Dr. Pablo O. Torre Foundation which does a part of RMCI.s corporate social responsibility as a separate entity being supported by the hospital are the participants of the study. The target respondents of the research were the individuals who are involved in the involved in planning, integrating, implementing and the doing the CSR programs of the hospital.

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The CSR manager or supervisor or the person in-charge of the said CSR activities of Dr. Pablo O. Torre Memorial Hospital, Inc. was asked to undergo an interview. These authorized personnel affect the CSR programs of the company by selecting which activities were appropriate and to be implemented with regards to CSR. They are also responsible for assessing the feedbacks of the stakeholders to their operations and in charge of the delegation of work to specific personnel, pertaining to the activities being implemented. The personnel involved in doing the CSR activities are involved in terms of how aware and satisfied they are with the companys CSR and if they want to suggest more activities because they are the ones in direct contact with the stakeholders who are affected by the CSR activities.

Research Instrument The researchers used interview and survey questionnaire as research instrument. Both guideline questions for the interview and survey questionnaire was prepared and validated by the USLS researchers and faculty members. The guideline questions for the interview for this study are composed of open-ended questions of which the interviewees are encouraged to answer questions with free flow thinking and therefore impart in the study the needed in-depth and relevant information. As it is, the interview utilized leading, open-ended, and direct questions. The interview was used because the researchers felt that it would be advantageous to gather more in-depth information through this method. The purpose of open-ended questions is to make it easier for the researchers to analyze and let the interviewees further explain their

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answers.

To be able to acquire more accurate and detailed information, the researchers

analytical skill then is a principal key. The interview process was conducted in a formal manner. The survey questionnaire was composed of questions to give the researchers an idea of the employees awareness and satisfaction regarding the companys Corporate Social Responsibility.

Validity To approve the validity of the questionnaires for the interview, first the researchers submitted a list of questions to be asked for the interview and survey questionnaire for approval by the Research Teacher. The researchers made the necessary procedures to correct and further improve and validate the instrument to the Research Teacher and two faculty members of the College of Business and Accountancy of University of St. La Salle Bacolod after assessment of the instrument which includes excluding irrelevant questions, changing of jargon words to simpler terms and replacing inappropriate words that may cause the participants to misunderstand its meaning. After approval was given, the researchers then proceeded to the interview and survey.

Data Gathering Procedure The researchers of the study have gathered data through many procedures. First, the researchers engaged in drawing out data in order to compose relevant questions that could be answered by the participants answer the objectives of the study. The questionnaires have undergone a validity test by the Research Teacher and two faculty members of the College of

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Business and Accountancy of University of St. La Salle Bacolod. A revision was made after the validation of the questionnaires. A letter of intent to conduct a study on the companies was sent then was asked personally of the appointment for interview. The letter contained general idea of the topic and the objectives of the study. The guideline questions and survey questionnaire were given to the authorized personnel beforehand to let them view the questions that would be asked to them. After the authorized personnel have approved the questionnaire, the researchers proceeded with the interview and reproduced survey questionnaires which were distributed through the help of the upper management. There were two respondents from the upper management who undergo the interview while 50 survey questionnaires were distributed randomly by top management to the different employees from the Human Resources Department, Billing Department, Finance Department and Marketing Department. It was done in best effort to collect the data however only 33 survey questionnaires were returned to the researchers. After the information was collected, the researchers expressed their gratitude for the respondents answers.

Data Analysis Qualitative data will be utilized in the study. Qualitative data will be analyzed based on the theoretical and conceptual framework and through the review of related literature of this research. Data that were gathered by the researchers from the interview were analyzed qualitatively. Answers of each participant to the questions were categorized accordingly to easily analyze the findings.

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Primarily the data were obtained through the answers from the conducted interview. Findings of the study will then be associated with the other data utilized in the study which were obtained from published documents such as journals, articles and case studies as reflected on the review of related literature made in the beginning of the paper through a narrative analysis.

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CHAPTER 4 PRESENTATION, DISCUSSION AND ANALYSIS OF DATA The researchers interviewed first Ms. Jolly A. Mider, Head of the Pablo O. Torre Foundation and Ms. Anadel R. Jamili, Head of the Human Resource Development. The Ms. Jolly told the researchers that the hospital doesnt have a clear cut CSR because all activities regarding CSR are being done through the foundation. The hospital only supports the activities of the foundation. When the researchers interviewed Ms. Anadel, she confirmed that indeed the Hospital only supports the CSR activities of the foundation. The researchers then used the questionnaires to survey the employees as to whether or not they are aware of the companys CSR activities. There were 33 respondents which were employees of the hospital; they were randomly picked by the Riversides Human Resource Department. Based on the results of the survey, the researchers found out that all of the respondents are aware of the hospitals Corporate Social Responsibility as well as its implementation. Out of the 33 respondents who are aware of the hospitals CSR and its implementations, 31 respondents participate in its implementation. The respondents are involved in Outreach Communities, Employee Training, Medical Mission, Waste Management and Tree Planting. They primarily participate in Waste Management Program which ranks first followed by Employee Training, Medical Mission, Outreach to Communities and Tree Planting respectively.

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Waste Management is the program wherein the garbage of the hospital is being segregated as to whether it can be recyclable or non-recyclable, biodegradable or nonbiodegradable, hazardous or non-hazardous, radioactive or non-radioactive. This program is important because if garbage is not being sorted and disposed properly, this may lead to serious diseases to the people inside the hospital and it will be lethal to the community around our citys dumpsites. Employee Training Program on the other hand is where employees are being trained to help improve their job performance. This includes attending seminars or workshops. Medical Mission Program is where the foundation conducts an activity to help a certain community. It helps by giving free medical check-ups and treatment such as free circumcision, medicines, and amenities that the community are deprived due to financial constraints. Community Outreach programs are given by the foundation to provide support and guidance towards the community. In line with this, they educate the individuals with health-related information and practices, and seminars. It also includes livelihood projects. Tree planting is one activity related to the environment. All respondents were satisfied with the companys practice of CSR however a few have recommendations that the foundation would still continue to implement CSR programs because they have a great impact but should have additional programs to increase their income thru livelihood or other related programs. Graphs 1 & 2 below, shows the awareness of the employees on the concept, implementation and their participation on the different Corporate Social Responsibility activities of the hospital.

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Graph 1 CSR Awareness According to Concept, Implementation and Participation of CSR

33

33

31

YES NO

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Graph 2 Employee involvement in CSR Activities of Dr. Pablo O. Torre Memorial Hospital,, Inc.

30 25 20 15 10 5 0

21 14 15 5

27

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CHAPTER 5 CONCLUSIONS AND RECOMMENDATIONS Conclusions Based from the data collected, the researchers have drawn the following conclusions: The company is quite confused of the real concept of Corporate Social Responsibility. Knowing that there are two separate entities within the company that concerns to the Corporate Social Responsibility activities of the company, Top management of the hospital says that anything regarding their Corporate Social Responsibility is all made through the foundation which is the Dr. Pablo O. Torre Foundation and that they are just supporting it by providing volunteers and the amenities needed. The head of the foundation says that the foundations concern is more on the communities and the environment and that they have nothing to do with Corporate Social Responsibility towards other stakeholders such as the customers, employees, suppliers, and the like which implies that there is no clear definition of the companys Corporate Social Responsibility. The hospital has a lot of activities that affect their customers and employees that are part of company policies and strategies but they are not considering it as Corporate Social Responsibility partly maybe because the companys concept of Corporate Social Responsibility might only be philanthropic in nature. The company is motivated to do CSR activities by their companys mission and vision as a hospital and there are no major constraints that hinder it from doing these activities. The activities of the foundation are primarily financed by the fundraising activities of the foundation

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and the personnel are provided by the hospital and a few external volunteers and being sustained by monitoring the activities. As to the employees side, they are aware of the concept of Corporate Social

Responsibility and its implementation in the company and are satisfied with its current state. However, their concept of CSR seems to be also philanthropic in nature but some of them are involved in non-philanthropic activities such as employee training. Recommendations Dr. Pablo O. Torre Memorial Hospital, Inc. is considered one of the best hospitals in the province because of their state of the art facilities that provide better healthcare and service to their customers. Continuous improvement of their current philanthropic activities will help them improve their image to the public. A seminar about Corporate Social Responsibility on the part of the hospital might help employees as well as the management to gain more knowledge on Corporate Social Responsibility as to its true nature that it is more than just outreach, medical mission and other philanthropic activities. As to their current activities, they could focus on livelihood programs that are incomegenerating to somehow help communities have other sources of income that may help them in their day to day living.

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Drucker, P. (2004) The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Etzion, D., & Ferraro, F. (2006). Institutional entrepreneurship through voluntary standard setting: The case of the global reporting initiative. 22nd EGOS Colloquium, July 2006. European Commission. (2011) Sustain Sustainable and responsible business Corporate Social Responsibility (CSR). Retrieved August 2, 2011 from http://ec.europa.eu/enterprise/policies/sustainable-business/corporate-socialresponsibility/index_en.htm Freeman, R., & Velamuri, S. (2006). A New Approach to CSR: Company Stakeholder Responsibility. In A. Kakabdse, & M. Morsing (Eds.), Corporate social responsibility (CSR): Reconciling aspiration with application: 9-23. New York et al: Palgrave Macmillan. Friedman, M. (1970) "The Social Responsibility of Business is to Increase its Profits" New York Times Magazine, September 13th 1970 Gond, J-P., & Matten, D. (2007) "Rethinking the Business-Society Interface: Beyond the Functionalist Trap" ICCSR Research Paper series, No.47-2007. Accessed online June 2008. Available from the World Wide Page 9 of 14 Web http://www.nottingham.ac.uk/business/ICCSR/research/paperseries.html Guthey, E., Langer, R., & Morsing, M. (2006). Corporate social responsibility is a management fashion. So what? In M. Morsing, & S. Beckmann (Eds.), Strategic CSR communications: 39-60. Copenhagen: DJOF Publishing. Hemingway, C. (2005) "The Role of Personal Values in Corporate Social Entrepreneurship" ICCSR Paper Series 31-2005. Accessed online August 2008, available from the World Wide Web from http://www.nottingham.ac.uk/business/ICCSR/research/paperseries.html Hersheys Company, The (2009) The Hersheys Company. Corporate Social Responsibility Report 2009.from http://www.thehersheycompany.com/assets/pdfs/hersheycompany/Hershey2009CSRReport.pdf Hockerts, K.(2008). Managerial Perceptions of the Business case for Corporate Social Responsibility. CBSCSR Working Paper Series: Copenhagen Business School. Jacobs, M. (1997) "The Environment as Stakeholder", Business Strategy Review, 8(2), pp25-28 THE INDEPENDENT/SWAIN, H. (2007) "Responsible as well as profitable" June 14th 2007

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Kanter, R. M. (1999). From Spare Change to Real Change: The Social Sector as a Beta Site for Business Innovation. Harvard Business Review, 77: 123-132. Kotler, P. & Lee, N. (2005), Corporate Social Responsibility: Doing the Most Good for Your Company and Your Cause, p.3 Korten D. (1996),, Limits to the Social Responsibility of Business, The People-Centered Development Forum, article 19, release date: June 1, 1996. As cited in Lawrence and Weber, 2008, p.47 Kuhndt, M., Tuner, B., & Liedtke, C. (2003). A Triple Bottom Line Innovation Audit Tool for ICT Product-Service Mix Applications. Paper presented at the 2nd International Workshop on Sustainable Consumption, Tokyo. Lawrence, A. & Weber , J. (2008) Business & Society; Stakeholders, Ethics, Public Policy 12 th edition Maximiano, J. (2000). Corporate Social Responsibility: Basic Principles and Best Practices Historico-Philosophical Issues in International Business. Maximiano, J. (2005). The State of Corporate Social Responsibility in the Philippines. From www.unisa.edu.au/hawkeinstitute/gig/aapae05/documents/maximiano.pdf Mitchell, R., Agle, B., & Wood, D. (1997). Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts. The Academy of Management Review, 22: 853-886. Morsing, M. (2006.) Corporate social responsibility as strategic auto-communication: on the role of external stakeholders for member identification. Business Ethics: A European Review, 15: 171-182. Morsing, M., & Beckmann, S. (2006). Strategic CSR communicationan emerging field. Kbenhavn: DJF Forlagene. Morsing, M., & Schultz, M. (2006). Corporate social responsibility communication: stakeholder information, response and involvement strategies. Business Ethics: A European Review, 15: 323-338. Mller, M., & Siebenhner, B. (2005). Policy instruments for Sustainability-oriented organizational learning. Business Strategy and the Environment.

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Nelson, R. R., & Winter, S. G. 1977. In Search of Useful Theory of Innovation. Research Policy, 6: 36-76. Perrini, F. (2006b). The practitioners perspective on non-financial reporting. California Management Review, 48: 73-103. Petron (2011). Corporate Social Responsibility. from http://www.petron.com/socres.asp Prahalad, C. K., & Hammond, A.(2002). Serving the World's Poor, Profitably. Harvard Business Review, 80: 48-57. Prahalad, C. K., & Hart, S. L.(2002). The Fortune at the Bottom of the Pyramid. Business and Strategy. Samsung, (2011) Corporate Social Responsibility (CSR) http://www.samsung.com/us/aboutsamsung/sustainability/sustainabilityreports/download/2011/2 011%20CSR.pdf Seuring, S. (2004). Industrial ecology, life cycles, supply chains: Differences and interrelations. Business Strategy and the Environment, 13: 306-319. Vallentin, S.( 2007). Private management and public opinion: Corporate social responsiveness revisited. Business & Society, forthcoming. Visser, W. (2011). The Ages and Stages of CSR: Towards the Future with CSR 2.0 CSR International Paper Series, No. 3, 2011 downloaded from http://www.csrinternational.org/about /csr2 Von Hauff, M., & Kleine, A. (2006). Methodological approach for the systematisation of the areas of action and the indicators of a sustainability strategy: the integrative sustainability triangle. International Journal of Environment and Sustainable Development, 5: 372-394. Webb, T. (2007). Strategy & Management: Unilever's CEO: Social innovation and sustainability the only game in town. Ethical Corporation, No. 5 (2007).

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APPENDIXES APPENDIX A
COMPANY CORPORATE SOCIAL RESPONSIBILITY PROFILE GUIDE QUESTIONS FOR INTERVIEW

Greetings! We the undersigned Senior Management Accounting students of University of St. La Salle Bacolod are currently doing a senior thesis as requirement for graduation. We wish to conduct an interview in your company to give us the glimpse of Corporate Social Responsibility being practiced in Dr. Pablo O. Torre Memorial Hospital, Inc. As part of the business world in the future, may we ask for your benevolent support in this endeavor. We assure you that the information you give will be treated with utmost confidentiality. Thank you very much.

Abrot, Joseph Barcelona, Benjamin Jr. Dawa, Phillip Anthony Gane, Efren Jr. Severino, Debbie Diane

PART 1 COMPANY PROFILE NAME OF COMPANY: __________________________________________________________________ LOCATION: __________________________________________________________________________ TYPE OF BUSINESS: ___________________________________________________________________ DATE/YEAR FOUNDED: ________________ CURRENT NO. OF EMPLOYEES: _____________

46 Corporate Social Responsibility PART 2 - CSR DESCRIPTION 1. What is your companys understanding about Corporate Social Responsibility? ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ 2. As a company, how do you consider the importance of Corporate Social Responsibility? ___ ___ ___ ___ ___ As a company policy As a commitment to the community As a corporate strategy As a reputation builder As a tradition

Other: ___________________________________

3. Currently, How do you ensure the implementation of CSR to the ff: a. Customers ___________________________________________________________________________ ___________________________________________________________________________ b. Suppliers ___________________________________________________________________________ ___________________________________________________________________________ c. Employees ___________________________________________________________________________ ___________________________________________________________________________ d. Stockholders ___________________________________________________________________________ ___________________________________________________________________________ e. Communities ___________________________________________________________________________ ___________________________________________________________________________

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f.

Environment ___________________________________________________________________________ ___________________________________________________________________________

g. Government ___________________________________________________________________________ ___________________________________________________________________________ Others: ______________________________________________________________________________ ______________________________________________________________________________ 4. What motivates your company to do CSR activities? ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ 5. Has your company encountered problems that become a hindrance from doing such activity? ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ 6. Does your company provide budget and personnel for the activities? ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ 7. How does your company ensure that your CSR activities are sustainable? ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________

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APPENDIX B
Employee Awareness and Satisfaction of the Companys Corporate Social Responsibility Survey Questionnaire
Good day! We the undersigned Senior Management Accounting students of University of St. La Salle Bacolod are currently doing a senior thesis as requirement for graduation. We wish to conduct a survey in your company to give us idea of your awareness and satisfaction regarding your companys Corporate Social Responsibility. We assure you that the information you give will be treated with utmost confidentiality. Thank you very much. Others (please specify): ____________________________________ PART 2 CSR SATISFACTION 5. Are you satisfied with your companys Corporate Social Responsibility? O 6. Yes O No O Tree Planting O Waste Management O Medical Mission 4. What kind of CSR activities are you involved with? (you can shade more than one circle) O O Outreach community Employee training

BASIC INFORMATION Name (optional):_______________________ Age: ___ Sex: ____ Dept._______________ Kindly shade the circle corresponding to your answer. PART 1 CSR AWARENESS
Are you aware of the concept of Corporate Social Responsibility? O Yes O No 2. Are you aware that this is implemented in your company? O Yes O No 3. If yes, do you participate in its implementation? O Yes O No (If no, proceed to question no. 5) 1.

Do you have any suggestions or comments on the companys Corporate Social Responsibility? ____________________________________

________________________________ ________________________________ ________________________________ ________________________________

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APPENDIX C Research Instrument Evaluation Form Direction: Kindly rate or evaluate the research instrument using the rating scale according to the following criteria set forth by Carter V. Good and Douglas E. Scates. 4 Very Good 3 Good 2 Fair 1 Poor Criteria for Evaluation 1 2 3 4 1. The questionnaire is short enough such that the respondent will not reject it because it will not drain much of his precious time. __ __ __ __ 2. The questionnaire has face appeal such that the respondent will be inclined to accomplish it fully. __ __ __ __ 3. The questionnaire can obtain some depth to the responses and avoid superficial answers or information. __ __ __ __ 4. The items and their alternative responses are not too suggestive. __ __ __ __ 5. The questionnaire can elicit responses which are definite but not mechanically forced. __ __ __ __ 6. The items are stated in such a way that the responses will not be embarrassing to the person concerned. __ __ __ __ 7. Items are framed in such a manner as to allay suspicion on the part of the respondent concerning hidden purposes in the questionnaire. __ __ __ __ 8. The questionnaire is not too narrow, not restricted or limited in its scope or philosophy. __ __ __ __ 9. The responses to the questionnaire, when taken as a whole, could answer the basic purpose for which the questionnaire is designed and therefore considered valid. __ __ __ __ Total Score __ __ __ __ Average Score _____________________ Name of Evaluator: _________________________ Signature over Printed Name

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APPENDIX D University of St. La Salle College of Business and Accountancy

Date: September 23, 2011 Ms. Jolly A. Mider Head, Dr. Pablo O. Torre Foundation 5th flr. Excecutive Bldg Dr. Pablo O. Torre Memorial Hospital BS Aquino Drive, Bacolod City 6100

Dear Ms. Mider, Greetings. May I invite you to be a member of the panel of reviewers for the Proposal/ Final Defense of the Research Students. Date: Venue: Time: September 27, 2011 Mini Auditorium A, University of St. La Salle Bacolod 7:00 - 8:30 pm

The students will furnish you with a copy of their research work three days before the scheduled defense. Attached, please see find evaluation form. Thank you. Very Sincerely,

________________________ Research Teacher ______________________________________________________________________________ Confirmation: _____ I can make it _____ Sorry, I cannot make it ____________________________ Name & Signature

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University of St. La Salle College of Business and Accountancy

Date: September 23, 2011 Ms. Ma. Fara J. Magada, CPA, MBA Department Chairperson, Management Accounting Universitry of St. La Salle Bacolod

Dear Ms. Magada, Greetings. May I invite you to be a member of the panel of reviewers for the Proposal/ Final Defense of the Research Students. Date: Venue: Time: September 27, 2011 Mini Auditorium A, University of St. La Salle Bacolod 7:00 - 8:30 pm

The students will furnish you with a copy of their research work three days before the scheduled defense. Attached, please see find evaluation form. Thank you. Very Sincerely,

________________________ Research Teacher ______________________________________________________________________________ Confirmation: _____ I can make it _____ Sorry, I cannot make it ____________________________ Name & Signature

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APPENDIX E FINAL DEFENSE EVALUATION FORM Title of the Study: Assessment of the Corporate Social Responsibility Practices of Dr. Pablo O. Torre Memorial Hospital, Inc.; An Evaluative Study

Proponents:

Criteria A. Compliance with Deadline for Submission B. Oral Presentation i. Clarity of Presentation ii. Mastery of Presentation iii. Ability to Answer Question C. Research Paper i. Conformity with the APA Format ii. Adequacy iii. Depth of Analysis & Interpretation iv. Coherence of Concepts v. Substantial Basis for Conclusions & Generalization

Score (5 pts) (40 pts) (10 pts) (10 pts) (20 pts) (55 pts) (10 pts) (10 pts) (10 pts) (15 pts) (10 pts) SCORE

_________________________ Panelists name and signature Date:_____________________