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CSR INFLUENCE ON RMPLOYEES written by Jean-Pascal Gond, Assaad El-Akremi

What a corporation is doing for society is both a matter of external communication and a way to influence employees perceptions of their organization. This paper shows that CSR can influence social exchange dynamics as well as social identification processes within the corporation. It integrates these two mechanisms in a new framework explaining how CSR perceptions stimulate the adoption of workplace attitudes and behaviors that may ultimately foster corporate performance. This model provides a roadmap for studying how corporations, in doing well by doing good, can push their employees to engage in both efficient and socially responsible behaviors.

2. EMPLOYEE'S PERCEPTION OF & MOTIVES FOR COMPLYING WITH CSR: THE MODERATING ROLE OF CULTURAL VALUES Writeen by Sara Raouf Salama

As culture affects the social environment and represents the fundamental system of meanings shared by members of a specific society, future research in CSR should pay more attention to the how differences in cultural orientations affect peoples psychology, perceptions and behaviors. Organizations should also clearly emphasize the importance of those differences while managing their CSR practices in this regard to capitalize on its human capital potential leading to better organizational outcomes.
3. THE IMPACT OF CSR ON EMPLOYEES written by Alin Stancu, Georgiaa Florentia

In summary, the purpose of this study is to obtain a better understanding of how the employees perceive the CSR activities developed by their employer and what is their attitude towards these. The findings from an online survey reflect that several important aspects. Firstly, the majority of respondents consider that respecting the employees` rights, fair wages and safety at work are the most prevalent dimensions in the image of a responsible employer. Secondly, the research shows that women are more likely to engage in CSR activities compared to men. Thirdly, most of employees are aware of the CSR activities of their employer, but fewer are actually involved in these activities.

A possible explanation for this third aspect is that CSR activities are vaguely presented and introduced in the companies. In this the authors aim to develop the scope of the research and investigate what is the impact of CSR activities on employees` organizational commitment and job satisfaction.
4. CSR & EMPLOYEE ENGAGEMENT: MAKING THE CONNECTION Written by Rob Gross

Corporate social responsibility has matured from a small volunteer sample to corporate directed initiatives with officer level support. This effort now addresses opportunities in many areas, which include employees, stakeholders, economic wellbeing, sustainability, environmental growth, legal morality, community support, and discretionary support. Leadership now includes motivation, empathy, trust, vision, values, and continuous improvement. These skills are prerequisite to the role of ethical professional.This will encourage a congruent behaviour, within the organization, which is desirable and marketable. Companies must transact business on a higher plane. Relational base motives and transformational mind set inspires the relationship experience to move to the next level. This interaction promotes forward thinking and problem solving on a peer level. Further, it inoculates the employee base from transactional base selling, managing, and thinking.

5. INTERNAL CSR THE PERCEPTIONS & ATTITUDES OF CORATIAN EMPLOYERS Written by Barnett M

Croatian employees perceive CSR to be primarily the moral and ethical business practices and obedience of laws and regulation.They consider themselves knowledgeable about CSR policies of companies they work for and buy products from. They seem to be most sensitive to employee CSR policies including regular salaries, working hours, additional training and education provided by the company. They seem to be least interested in company philanthropic activities in the community. Age groups mostly concerned with importance and role of CSR policies in Croatia are employees aged 50 to 65. Those are employees who have worked in previous, pre-transition period and they feel very concerned and insecure about turbulent changes in CSR policies toward employees in companies they work for. They trust more in laws and regulations than companies themselves to provide what they consider their rights, ethics and moral in business practices.

The conducted research also motivated the continuation of the research based upon case studies of individual companies where views and opinions of management, employees and consumers as primary stakeholders can be confronted.

6. THE RELATIONSHIP BETWEEN CSR & CONTINOUS IMPROVEMENT ORIENTATION & THEIR EFFECTS UPON EMPLOYEE ATTITUDES written by David Hollingworth

This study commenced to assess the relationship between employees perceptions of corporate social responsibility and continuous improvement orientation and their effects upon employee attitudes and intended behaviors toward the organization. In this study we found that employees perceptions of corporate social responsibility and continuous improvement orientation were strongly related. Furthermore, we found that both corporate social responsibility and continuous improvement orientation were positively related to organizational commitment and their combined effect on employee commitment was greater than their individual effects, indicating that both have a unique effect upon employees commitment to the organization. We found evidence that corporate social responsibility and continuous improvement orientation indirectly affect employees turnover intentions through employees organizational commitment.
7. CSR: THE KEY ROLE OF HRM Written by Suparn Sharma (PhD),Joity Sharma (PhD), Arti Devi

Successful programmes on social responsibility rely heavily on enlightened people management practices. In this context HR department is assumed to be the coordinator of CSR activities in getting the employment relationship right which is a precondition for establishing effective relationships with external stakeholders and thus can orient the employees and the organization towards a socially responsible character. Armed with a strong and committed organizational culture reinforced by responsible Human Resource Management practices, the organizations can achieve heights of success by improved profitability, employee morale, customer satisfaction, legal compliance and societal approval for its existence. By doing this they can sensitize the employees and the whole organization towards CSR without adding any additional cost. To recapitulate it can be said that companies have increasingly felt the need to co-ordinate their CSR activities and demonstrate their commitment to social responsibility. To do that social responsibility needs to be embedded in an organisations culture to bring change in actions and attitudes in which Human Resource can play a significant role.

8. CONSUMER PERCEPTIONS OF CSR: THE CSR HALO EFFECT Written by N. Craig SMITH, Daniel Read, Sofa Lpez-Rodrguez

Our research suggests that consumers may well make inferences about company CSR performance on the basis of very limited information. The findings of Study are clearly supportive of a within domain halo effect. This suggests that consumer awareness of one set of company CSR actions will influence their perceptions of company CSR performance in other areas in the same domain (e.g., eco-friendly production) about which they have little or no information. The findings of Study also support a between domain halo effect. This suggests that consumer awareness of company CSR actions in one domain will influence their perceptions of CSR performance in other domains about which they have little or no information.
9. EMPLOYEE REACTIONS TO CSR: AN ORGANIZATIONAL JUSTICE FRAMEWORK Written by Deborah E. Rupp, Jyoti Ganapathi, Ruth V. Aguilera

More theoretical development is needed to flesh out issues such as the differential effects of both distributive versus procedural versus interactional CSR perceptions as well as control versus belongingness versus meaningful existence needs. Our coverage of this issue thus far has also been primarily situational in nature. Future theory development should consider the role of individual differences in moderating the effects of CSR. Clearly there is some variance in deontic motives between people. Also needed is consideration of the antecedents of CSR perceptions in addition to how these antecedents might be measured in order to test the model empirically. CSR offers a rich macro literature that implies important connections with the more micro area of workplace justice.
10. RELATIONSHIP BETWEEN EMPLOYEE'S PERCEPTION OF CSR, PERSONALITY, JOB SATISFACTION, & ORGANIZATIONAL COMMITMENT Written by Tzai-Zang LeeTzai-Zang Lee

After the analysis of this research demonstrates that employees perception of CSR is different depending on age, marital status, and salary. Individuals higher in these traits are more likely to get higher response to CSR. Organizational commitment levels increase with age and salary.

The study indicate that management should consider focusing on ethics and culture of the organization with ethics codes, and CSR activity, which might raise more positive trust in the firm. The relationship between factors of CSR and commitment suggests that not only the factors have apparent influences on employees but the factors with latent benefit should also be stress on. Each factor of CSR has advantage to enterprises. The second suggestion is that personality is a predictor of work outcomes and plays an important role in receiving information of CSR. This study linked personality with CSR perception, job satisfaction and organizational commitment, and it is shown that individual differences account for a proportion of variation. The results of this research suggest that employees with high level of Extroversion, Agreeableness, and Conscientiousness would feel more satisfied with their work and be willing to make commitment. Besides, job satisfaction is a strong predictor of organizational commitment.
11. THE IMPORTANCE OF CSR ON CONSUMER BEHAVIOUR Written by Rahizah Abd Rahim, Farah Waheeda Jalaludin

This research makes a contribution to the understanding the underlying dynamics of the role of corporate social responsibility in consumers' buying behaviour. The result of this study indicates that all of the CSR components have a significant relationship with consumers' buying behaviour. The number of respondents should be extended for future research to improve the validity of the findings. In addition, there are still areas that can be staged for future research, such as research focusing on the different perspectives of race, gender and age groups towards CSR, consumer awareness of socially irresponsible behaviours of companies, how much knowledge consumers think they have and how accurate their knowledge of CSR is, what their CSR sources of information are and which sources of information are the most influential.

12. CSR EMPLOYEE PERCEPTIONS AND EMPLOYEE ENGAGEMENT Written by Imran Ali, Jawaria Fatima Ali

This study is conducted to investigate the potential influence of corporate social responsibility and corporate reputation on employee engagement. The study found significant influence of corporate social responsibility on corporate reputation and building higher level of employee engagement. It is found that corporations with higher level of reputation of doing well also enjoy higher level of employee engagement. This study suggest that employees conceptualize CSR on different perspectives, such as how well it communicate with its environment and how ethically it provides benefit to its stakeholders through it products and services.

The companies with higher level of CSR interventions and reputation of doing well can attract committed employees who engage themselves with their work and corporation as well.
13. FACTORS AFFECTING PERCEPTIONS OF EMPLOYEE'S REGARDING CSR IMPLEMENTATION Written by Lei Wang

The findings demonstrate that the stakeholder theory is a useful tool for collecting and evaluating CSR data. A multi-stakeholder perspective has facilitated evaluation of the CSR performance of this dissertation, and is essential to a complete assessment of CSR performace. Taking the multi-stakeholder perspective, I have not only studied the homogenous part of the results, such as stakeholder salience and perceptions, but also the heterogeneous individual drivers behind the perceptions, such as values and personal demographic factors. Since different stakeholders (and individuals) interpret CSR according to their own preferences and emphasise issues related to their interests and benefits, the CSR objective of a corporations top management should be to manage the divergent and conflicting interests of multiple stakeholders and various individuals. Thus it is essential to future sustainable development to gain a better knowledge of and seek resolution of behaviour at individual level, and resolve conflicts among various stakeholder groups.
14. EMPLOYEE'S EXPECTATIONS FROM CSR Written by Rodica Milena Zaharia

The importance of CSR differ, but they have similarities in significance and meanings. These differences are determined by the type of the survey, and by the economic situation in the environment where the study is conducted. It seems that during economic downturn, graduates, as all employees, are more preoccupied about job security than about other issues. Also, it seems that the importance of CSR is determined, also, by the collective consciousness and by the education they acquired during their studies. It offers similar conclusions as in the literature. CSR is a known concept and graduates appreciate as a positive aspect the CSR activity in the firms preoccupation. CSR is important, but more important are factors that have a direct connection with job security, personal development and salary. This conclusion is sustained, also, by the hierarchy of CSR activities from graduates perspective. On the first position in importance, are CSR activities oriented to employees.

15. CSR COMMUNICATION: STAKEHOLDER INFORMATION, RESPONSE & INVOLVEMENT STRATEGIES Written by Mette Morsing and Majken Schultz The has built on the recent development of theories on stakeholder management and

critically drawn on public relations theory in the development of three strategies for CSR communication in order to better conceptualize how managers inform, engage with and involve important stakeholders. In particular, wefocus on three areas of strategic importance for managers as they embark on CSR communication. First, the general assumption that managers need to improve their corporate stakeholder information strategy to keep the general public better informed about CSR initiatives to achieve legitimacy and good reputations is challenged. Such a communication strategy has a narrow focus on sensegiving and runs the risk of the self-promoters paradox. Second, the findings from the reputation surveys indicate the increasing importance of minimal releases such as annual reports and websites as a preferred means of CSR communication by stakeholders rather than corporate advertising or corporate releases.

16. THE ROLE OF CSR ON EMPLOYEES ORGANIZATIONALIDENTIFICATION Written by Kenneth De Roeck, Valrie Swaen

POST-MERGER

In conclusion, we propose that CSR could signal, in an M&As context, underlying values and characteristics of the post-merged organization. This should diminish uncertainty, anxiety and stress that employees usually face in such drastic change situations. These signals should then support employees identification process to the post-merged organisation facilitating this way the socio-cultural merger integration process. we clarify how CSR can foster employees organizational identification and we propose diverse mechanisms leading to this phenomenon. Indeed, we think that this relation is more complex that one would like to believe and that CSR can influence, at least in M&As context, indirectly the identification process of employees. This process occurs through CSRs reinforcement of employees organizational prestige and justice perceptions. Moreover by contextualizing these relations in the cross-border M&A context, we suggest a business case for organisations to adopt a CSR strategy from the very beginning of M&As integration process.

17. THE ROLE OF HR IN CSR Written by Coro Strandberg

HR is a key organizational leader and can take the lead or partner with other executives to work cross-functionally to integrate CSR objectives into how business gets conducted. Most will find that they have many good practices underway. Many will find they have a new structure for their thinking they can apply practically in the workplace. Some will believe the current economic downturn will put these ideas on the backburner until the economy rebounds, while others think that organizations which abandon their CSR integration in the downturn will lose ground and breed cynicism in brighter times. However, more and more organizations are committing to sustainability and to embedding CSR into all that we do, so it is hoped the 10 steps provide some guidance as to how to go about doing this. The firm of the future is expected to have undergone significant transformation such that CSR no longer becomes managed as a separate deliverable, but is part of the experience of being an employee in an organization that lives its values. For human resource professionals embarking on CSR or deepening their CSR experience, this roadmap can help them understand their role in sustainability and CSR and how they can foster an environment that embeds a CSR ethic in the way we do business around here.
18. EMPLOYEE INITATIVES ANS CSR: JOB SEEKER PERSPECTIVE written by Tzai-Zang Lee

Job seeker respondents showed a high rate of approval, and apparently low levels of cynicism, towards the CSR activities of companies. Overall, the job seeker survey exposed some positive attitudes to volunteering, with 90% of job seeker respondents indicating some interest in employee initative, and programs the preferred CSR activity for many job seekers. The research indicated a high rate of participation and interest in employee initative programs by those who had worked for an employer with such a program.
19. CORPORATE PERCEPTION SOCIAL RESPONSIBILITY AND INDIVIDUAL

Written by Deborah Blackman, Monica Kennedy, Ali Quazi

In this paper the focus on the organisation as a unit of analysis fails to demonstrate some important barriers to CSR implementation. Moreover, we argue that the tension between individual and organisational orientations to CSR may lead to individuals

withdrawing support for CSR initiatives and behaviours and may, in fact, lead to more individually instrumental behaviours within the organisation, actively undermining CSR efforts. The development of instrumental or moral schemas at the individual level may be stimulated by organisational action and communication, but the direction of the change and the resulting orientation will depend upon the authenticity of the organisation in representations of its motive and on the organisations ability to effectively assess members extant orientations and to respond effectively to them. Recognition of the forms of knowledge present and the probable need to unlearn in order to change the mental models in place will enable organisational leaders to reconsider how they frame and support learning for new CSR initiatives.
20. STAKEHOLDER's PERCEPTIONS OF CSR written by Asyraf Wajdi Dusuki, Humayon Dar

In this study, an attempt was made to investigate the perceptions of various stakeholder groups about CSR. Seven stakeholder groups took part in the survey, namely customers, depositors, employees, branch managers, regulators and local communities. Overall, the findings revealed that stakeholders have generally positive views of CSR. One of the most important reflections of their positive attitude is that CSR factors are evidenced as one of the important criteria in their banking selection decisions. It shows the relevance of CSR as a globally accepted practise.