Corporate Social Responsibility and Human Resource Management
Show Less

Corporate Social Responsibility and Human Resource Management

A Diversity Perspective

Edited by Mine Karataş-Ozkan, Katerina Nicolopoulou and Mustafa F Özbilgin

This innovative book analyses the intersection between the fields of Corporate Social Responsibility (CSR) and Human Resource Management (HRM), with a focus on diversity management. The book presents the scope of institutional engagements with CSR and diversity policies in a range of organisations and organisational networks.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 4: Synergies of CSR and diversity management: a converging agenda

Dima Jamali and Ali Dirani


Maximizing employee commitment and engagement in order to enhance firm performance has typically been an objective assigned to the human resource (HR) department of an organization. Corporate social responsibility (CSR), on the other hand, is an ascending new trend that is somehow viewed as a separate organizational function with particular relevance to external firm stakeholders and no connection to human capital management. In this chapter, we argue that this compartmentalized view of HR and CSR is somewhat outdated, and instead emphasize the important convergence and potential synergies between CSR and diversity management, as a subset of the HR function, for the healthy growth and development of any business organization. More specifically, the chapter highlights the significant overlap and interfaces between the CSR and diversity management agendas, and the potential synergy that can be created from systematic efforts in both directions in terms of improving the social and economic bottom line of the firm. The chapter is organized as follows: We begin by providing an overview of the CSR paradigm, particularly in relation to a distinction between internal and external CSR, and outline an important argument here, namely that the internal dimension of CSR potentially overlaps with the diversity management agenda. We then discuss the diversity management paradigm and its meaning and evolution against a backdrop of a variety of affirmative action laws across both the US and Europe. From there we begin to synthesize more systematically the convergence between CSR and diversity management.

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.