A Brief Note On The Theoretical Framework Of CSR

Theoretical Framework

CSR/Socially Responsible Human Resource Management (SR-HRM)

Corporate social responsibility (CSR) is a term grounded in the perspective that corporations should make direct or indirect contributions to the society by performing socially responsible behaviors and/or engaging in actions that advance some social good or welfare. This view is based on the fact that businesses and their surroundings communities are intertwined and their successes are dependent on the health of the society (Boesso & Michelon, 2010). Corporate social responsibility has become a key to being competitive and sustainable for business organizations.

CSR initiatives directed towards employees are known as socially responsible human resource management

As mentioned, it is going above and beyond the formal expectations of the formal job requirements. Such positive behaviors are seen as important in improving organizational efficiency and effectiveness, by contributing to resource transformation, innovations and adaptability (Organ, 2005). Organ (1988) describes five categories of organizational citizenship behavior that includes: (1) Altruism which indicates that employees voluntarily help other employees with their tasks (e.g., helping less skilled employees or those who are overloaded or have been absent from work). (2) Courtesy which suggest that employees treats each other with respect and prevent problems arising from work relations. (3) Sportsmanship indicates that employee do not complain but have positive attitudes. (4) Conscientiousness, where employees carry out in-role behavior well beyond the minimum required level (e.g., working long days, voluntarily doing things beside duties, adhering to the organization rules and never wasting time). (4) Civic virtue suggest that responsible employees participates in the political life of the organization (e.g., attending meetings that are not required, but are helpful for the organization, keeping up with the changes in the organization and taking initiative to recommend how procedures can be improved). (5) Conscientiousness, where employees carry out in-role behavior well beyond the minimum required level (e.g., working long days, voluntarily doing things beside duties, adhering to the organization rules and never wasting time). These behaviors were further divided under two categories, namely those that are directed towards the organization (OCBO), which includes sportsmanship, civic virtue and conscientiousness, and those that directed towards individuals in the