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2
Employee engagement is employees’ positive emotional and intellectual
attachment and employees’ commitment to an organization’s success, which in turns
influences him/her to apply additional discretionary effort to work (Kore Access, 2008;
Gibbons, J. 2006; Towers Perrin, 2005 as cited in Endres & Mancheno-Smoak, 2008).
Although employee engagement is a relatively new concept that emerged in recent years,
it has been widely regarded as necessary for successful businesses. The best performing
corporations know that a high level of employee engagement is linked to achieving
corporate goals and differentiates them from their competitors, and therefore it is
necessary to incorporate employee engagement into the business strategies (Gallup,
2011). An increasing number of corporations began to realize the authenticity of the
notion that higher employee engagement was associated with a wide range of business
outcomes, such as improved customer service, increased productivity, retention and
increased profits.
On the one hand, it is true that companies need CSR to stand out from their
competitors; successful companies also need CSR to shape their public images and
reputations. On the other hand, companies want employee engagement because it is
connected to business performance. When correlated together, business analysts noticed
that CSR can affect employee engagement to some extent. In fact, CSR is among one of
the top drivers of employee engagement in some studies (Towers Perrin, n.d.). There are
two reasons that might explain the correlation.
First, there is no doubt that employees are one of the most important components
of a corporation’s business operations. As stakeholders in and an audience of a
corporation, the employees are obligated to understand explicitly the corporation’s
Object Description
| Title | The effects of corporate social responsibility one employee engagement |
| Author | Ma, Hongyue |
| Author email | hongyuem@usc.edu; hongyuem@gmail.com |
| Degree | Master of Arts |
| Document type | Thesis |
| Degree program | Strategic Public Relations |
| School | Annenberg School for Communication |
| Date defended/completed | 2011-04-01 |
| Date submitted | 2011 |
| Restricted until | Unrestricted |
| Date published | 2011-05-03 |
| Advisor (committee chair) | Thorson, Kjerstin |
| Advisor (committee member) |
Floto, Jennifer Little, Sharoni |
| Abstract | Both corporate social responsibility (CSR) and employee engagement have become increasingly important to businesses today. The two are related: CSR affects a company’s employee engagement.; The purpose of this study is to explore those effects; the degree to which they take place and circumstances in which they occur; it also compared CSR’s influence to other well-recognized drivers of employee engagement to determine the significance of it.; This thesis will help corporations better understand the role of CSR when it relates to employee engagement, so they can design their CSR efforts accordingly and maximize the outcomes. |
| Keyword | corporate social responsibility (CSR); employee engagement; relationship between CSR and employee engagement; drivers of employee engagement; effects of CSR on employee engagement |
| Geographic subject (country) | USA; Germany |
| Coverage date | 1863/2009 |
| Language | English |
| Part of collection | University of Southern California dissertations and theses |
| Publisher (of the original version) | University of Southern California |
| Place of publication (of the original version) | Los Angeles, California |
| Publisher (of the digital version) | University of Southern California. Libraries |
| Provenance | Electronically uploaded by the author |
| Type | texts |
| Legacy record ID | usctheses-m3879 |
| Contributing entity | University of Southern California |
| Rights | Ma, Hongyue |
| Repository name | Libraries, University of Southern California |
| Repository address | Los Angeles, California |
| Repository email | cisadmin@lib.usc.edu |
| Filename | etd-Ma-4564 |
| Archival file | uscthesesreloadpub_Volume26/etd-Ma-4564.pdf |
Description
| Title | Page 8 |
| Contributing entity | University of Southern California |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 2 Employee engagement is employees’ positive emotional and intellectual attachment and employees’ commitment to an organization’s success, which in turns influences him/her to apply additional discretionary effort to work (Kore Access, 2008; Gibbons, J. 2006; Towers Perrin, 2005 as cited in Endres & Mancheno-Smoak, 2008). Although employee engagement is a relatively new concept that emerged in recent years, it has been widely regarded as necessary for successful businesses. The best performing corporations know that a high level of employee engagement is linked to achieving corporate goals and differentiates them from their competitors, and therefore it is necessary to incorporate employee engagement into the business strategies (Gallup, 2011). An increasing number of corporations began to realize the authenticity of the notion that higher employee engagement was associated with a wide range of business outcomes, such as improved customer service, increased productivity, retention and increased profits. On the one hand, it is true that companies need CSR to stand out from their competitors; successful companies also need CSR to shape their public images and reputations. On the other hand, companies want employee engagement because it is connected to business performance. When correlated together, business analysts noticed that CSR can affect employee engagement to some extent. In fact, CSR is among one of the top drivers of employee engagement in some studies (Towers Perrin, n.d.). There are two reasons that might explain the correlation. First, there is no doubt that employees are one of the most important components of a corporation’s business operations. As stakeholders in and an audience of a corporation, the employees are obligated to understand explicitly the corporation’s |
