In recent years CSR has become a fundamental business practice and has gained much consideration from chief executives, chairmen, boards of directors and management teams of larger international and national companies. They understand that a strong CSR program is an essential aspect in achieving good business practices and successful leadership. Companies have determined that their impact on the economic, social and environmental backdrop directly affects their relationships with stakeholders, in particular investors, employees, customers, business partners, governments and communities. CSR encourages a vision of business accountability to a wide range of stakeholders, as well shareholders and investors. The key areas of apprehension in CSR are environmental protection and the well-being of employees, community and civil society in general, both now and in the future.
Greater opportunity for personal growth and self-satisfaction in life. - WIZZ is a responsible partner in regions where we operate. Greater opportunity for people who have less than we have. - WIZZ provides thought leadership to the industry and to region where we operate. Greater opportunity to impact the industry and realize corporate goals.
The theory also proves that there is a relationship between strong corporate culture and organization performance or profits. The observation is that if the organization and its employees share a common culture the environment makes it easier to share common goals and to follow suitable procedures in achieving them. A collective culture also has positive impact on motivation in an
In corporate, effective leadership provides higher quality and more efficient goods and services; it provides a sense of cohesiveness, personal development and higher levels of satisfaction among those conducting the work; and it provides an overarching sense of direction and vision, an alignment with the environment, a healthy mechanism for innovation and creativity and a resource for invigorating the corporate culture (Van Wart, 2003). All of these are valid points; however, the history of corporate leadership theory and research and its utilization in current settings, in relation to the effectiveness of corporate leadership is studied more thoroughly in this
Even in terms of investing and financing, there is a growing trend of shareholders investing in socially responsible companies. Practicing CSR also helps the company earn a reputation of a good corporate citizen that increases brand awareness and attractiveness and companies also do some cost saving in terms of escaping expensive fines and court
Ethical leadership is related to employee job satisfaction by impacting a positive influence on employee performance (Resick et al., 2011). The ethical leadership also found to increase the intrinsic motivation and job responses (Piccolo, et al., 2010). The willingness of the employee to report any concern and problem also depends on the organization culture and leadership behavior (Brown et al., 2005). It is also studied that a leader with strong ethical traits can affect positively to task significance and autonomy of the employee job (Ruiz, Ruiz & Martinez, 2011). According to them, the followers have willingly perceived the good traits of their leaders and thus good moral, values are practiced in an organization that can shape the overall
Social responsibility is an idea that companies should balance profit-making activities with socially beneficial activities and involve the development of a businesses that have a positive relationship with the societies.The missions of Under Armour are making all of athletes better through passion, design, and the relentless pursuit of innovation. There are four part of global corporate social responsibility in the pyramid which are philanthropic responsibility, ethical responsibility, legal responsibility and economic responsibility. First, philanthropic responsibility is on the top of the global corporate social responsibility pyramid.It is a voluntary responsibilities of the companies. Under Armour have pay the responsibility in UA Power
Firstly, the adoption of corporate codes of conduct, to indicate organisational congruence with societal expectations. Secondly, the use of firm linkages to field-level regulatory bodies, such as accreditation bodies, to indicate social fitness between business and environment (Vergne, 2011). As businesses, comply with regulations, preventing environmental degradations and serving society with needed products and services and at the same time benefitting economically from the activities. Businesses will gain legitimacy ‘as their actions will be perceived to be consistent with stakeholder’s expectations’ (Colleoni,
(1997) states that business and strategic initiatives lead to design of appropriate HRM system which leads to employee skill and employee motivation enhancement which results in productivity, creativity and discretionary efforts amongst the employees. If employees improve their productivity and creativity, it would improve ultimately organizational performance, which would be in the terms of profit and growth. Any organization experiencing a high profit and growth path would capture better market value in the business environment. Moreover, Delery and Shaw (2002) in their model describe that HRM practices including performance management supports workforce characteristics such as enhancement of KSAs, motivation level and empowerment, which help support improving
Certainly, these goals can be accomplished by the rewards of the organisation (Parijat and Bagga, 2014). Therefore, it is an important factor of value in how organisational rewards satisfies the needs of an employee in order to achieve employees personal goals (Parijat and Bagga, 2014). Alternatively, organisation may reward employees based on the production output are dependent on the employee performance (Parijat and Bagga, 2014). He recognised that an employee's performance is established on individual factors such as personality, skills, knowledge, experience and abilities (Mary, 2010). He stated that there is a positive relationship between employee performance and motivation which includes four variables, namely, the employee effort, employee performance, organsational rewards or work outcomes and personal goals (Parijat and Bagga, 2014).