Socially Responsible Human Resource Management

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Introduction

The definition of Socially responsible human resource management known as SRHRM can be defined as the corporate social responsibility also known as CSR that is focused on employees and aids in the successful implementation of CSR.

Organisations that implement CSR initiatives which are specific to the organisation actions and policies, it takes into account stakeholders expectations, economic, social and environmental performance as provided by (Aguinis, 2011). SRHRM has added a further dimension to CSR in the way that it relates to employees. SRHRM is no longer being limited to the conventional human resource understanding, where the general idea is that the higher pay, better working conditions but has now been extended to
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This was confirmed by (Zappalá, 2004). Whereas the contrary indicates that there may be organisations who are keen to take on CSR to protect their corporate reputation and to enhance their image and would ultimately attract customers. However they may be less keen to engage in socially responsible practices towards their employees. (Klein, 2001)

When employee’s believes they are not valued as a genuine organisational member they become uninterested if their organization embraces SRHRM practices. This would essentially work against the understanding that SRHRM provides employees with a positive outlook that SRHRM would provide employees in regard to their identity within the organisation. It can be noted that SRHRM contributes as being part of successfully implementing CSR as it aids as a key tool. Therefore grasping an understanding of the relationship that SRHRM has on an employee’s behaviour and how this could affect CSR would be critical. Although there has previously been experimental information provided, the effect on an employee’s behaviour has not been
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There has not been a clear indication on the effect that SRHRM has on employees’ behaviours. Previous research has usually focused on the relationship between SRHRM and employees’ awareness of CSR and their commitment to, CSR. (Jiang, et al., 2012) indicated that usually HRM practices fall within three categories. These categories are skill-enhancing, motivation-enhancing, and opportunity-enhancing practices. However SRHRM includes skill-enhancing practices which include CSR training, motivation-enhancing practices. These differ from human resource management as they are more related to CSR and its implementation which addresses the interests of external stakeholders. Engaging in CSR has become an important source of organisational competitive advantage, where as previous it was seen as a financial duty. Various authors believe that CSR is becoming a key priority for business leaders around the world. (Pfeffer, 2010: Porter & Kramer, 2011). Organisations should consider implementing strategies to formulate appropriate SRHRM policies and practices. These do not only play an important role in external CSR implementations, but also in creating a positive organisation identification and assists in the building positive employee work
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