HUMAN RESOURCE AND CORPORATE SOCIAL RESPONSIBILITY

Human Resource and Corporate Social Responsibility

Abstract

In a global economy, increasingly organisations have a responsibility to facilitate, demonstrate and promote corporate social responsibility (CSR). This paper does not address the performance indicators that the typical leading companies in CSR have adopted to evaluate employee performance, such as diversity and inclusion, health, safety and well-being of work-life balance, employee benefits and employee involvement, anti-discrimination, staff turnover, labour-management relations, professional development, volunteerism among employees, among others. It focuses instead on the potential role of the HR practitioner to incorporate an ethic of CSR throughout the organisation. It is well known that the way we treat employees, as revealed by monitoring key indicators, is a good indication of a firm commitment to CSR. However, this is not the purpose of the document. The objective of this paper is to understand the basic elements that can foster a high efficiency of CSR (corporate social responsibility) and develop a framework or roadmap for companies wishing to obtain a high yield of CSR.

Table of Contents

Introduction4

The Humphrey Group5

Human Resource and Corporate Social Responsibility5

Importance of Corporate Social Responsibility6

Conclusion8

References9

Human Resource and Corporate Social Responsibility

Introduction

Social responsibility (CSR) is the balanced integration of social and environmental considerations in decisions and business activities. The term "CSR" and "sustainability" are used interchangeably throughout this paper.

The management of human resources is the organisational function that handles the recruitment, management, development and motivation of staff, including providing support and specialised functional systems and to encourage employee participation as well as management systems to promote compliance with regulatory standards related to employment and human rights (Beatty, Ewing & Tharp 2003. Pp: 257-269).

Human resource professionals play a key role in helping companies achieve their goals of CSR. Employee participation is a critical success factor for the efficiency of CSR. Human resource managers have the tools and opportunities necessary to take advantage of the determination of employees to the company's strategy on CSR and their participation in the strategy.

Employees prefer to work in organisations whose values match theirs. Therefore, the integration of CSR into the image presented to employees can improve recruitment and retention, particularly in markets where labour is not abundant. We can integrate CSR into the policies of HR, thereby establishing a road map or open the way for human resource practitioners who want to help their organisation achieve its objectives in terms of sustainability and activities and, thereby, improve social and environmental conditions locally and globally (Frey & Osterloh 2005. Pp: 96-111).

The Humphrey Group

Corporate reputation can be seen as one of the most significant factors for any organisation. The same can be said for The Humphrey Group. Recently The Humphrey Group was accused for the involvement in the bonus scandals (Frey & Osterloh 2005. Pp: 96-111). Once the corporate reputation is tarnished, it may lead to negative repercussions. Bad corporate reputation can damage the investor's confidence and tarnish the credibility of the business community, guilty and innocent alike. Some misdeeds are criminal others are simply unethical (Beatty, Ewing & Tharp ...