Socially Responsible Human Resource Management: Corporate Social Responsibility

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

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

(Rhoades, et al., 2001) has identified that employees feel themselves to be genuine organizational members they tend to psychologically and emotionally attach themselves to the organisation. Anderson & Person, 1999) when on further to say that when an employees behaviour in helping is identified as morally important, then those employees who are helping provide a contagious culture which affects other employees. There is a clear indication that perceived organisation support is positively related to organizational identification as well as the relationship between SRHRM and organizational identification. It can be further indicated that there is relationships between organizational identification and employee task performance and extra-role helping behaviour. This may provide that a high level of perceived organisation support strengthens these relationships.

Research