A Diversity Perspective
Edited by Mine Karataş-Ozkan, Katerina Nicolopoulou and Mustafa F Özbilgin
Chapter 16: CSR in human resources management
Complexity and speed of economic, cultural, technological, environmental and social mutations force the company over time to change its objectives, its management or even its development strategies. The concept of corporate social responsibility (CSR) meets this challenge. Indeed, besides the economic and financial dimensions of the company’s environment, CSR also includes the social, human, political, cultural and ecological components. Managing all aspects of its environment succeeds in meeting the expectations of its stakeholders. This term refers to multiform reality insofar as it brings together such disparate categories as shareholders, internal stakeholders (employees and unions), partners (customers, suppliers, subcontractors, banks and insurance companies) and the social community (government, international institutions, specialized organizations, associations, NGOs etc.). Since the beginning of the twenty-first century, concerns about social responsibility have tended to be increasingly taken into account in companies, for which they not only represent additional constraints but also new opportunities – even new businesses. CSR can be integrated into the management style of companies at different levels and in different ways. As such, the relevant areas of CSR are: human resources, strategy, finance, marketing, cause-related marketing, communications and corporate governance. In this chapter, we focus on internal stakeholders and especially employees by emphasizing the role of human resources management (HRM) in CSR.
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