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mission and vision as well as its strategies. Engaged employees who work with passion
and feel a profound connection to the corporation (Gallup, 2004 as cited in Endres &
Mancheno-Smoak, 2008) are willing to align themselves with its strategies, mission and
values, which allows them to see the value of their work and regard themselves
contributing to organizational goals. CSR is commonly regarded as associated with
corporations’ mission, vision, values and culture, and CSR initiatives are able to
articulate them in a practical way. Corporations that advocate this idea ingrain CSR into
their business strategies. For this reason, it follows that engaged employees should
embrace CSR for its connection to the corporation’s values and mission.
The other reason is that CSR helps organizations “win the war for talent
(Bhattacharya & Sen & Korschun, 2008, p37).” An increasing number of both existing
employees and potential employees are attracted to corporations that are socially
responsible corporate citizens. Growing evidence shows that an organization’s reputation
for CSR is one of the features that attract and retain extraordinary talent. People simply
like to work with corporations that share their values. Knowing the corporation
contributes to society allows employees to match their values with the company’s and
further align themselves with the organizational goals. This could affect the level of
employee engagement.
Even though those two reasons seem rational and authentic, there is little evidence
that the degree to which CSR is important to a company’s employee engagement,
exceeds the importance of other well-recognized drivers, such as senior managements’
concern for employees’ well-being and opportunities to improve employees’ skills and
capabilities. What’s more, the performances of both CSR and employee engagement can
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 9 |
| Contributing entity | University of Southern California |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 3 mission and vision as well as its strategies. Engaged employees who work with passion and feel a profound connection to the corporation (Gallup, 2004 as cited in Endres & Mancheno-Smoak, 2008) are willing to align themselves with its strategies, mission and values, which allows them to see the value of their work and regard themselves contributing to organizational goals. CSR is commonly regarded as associated with corporations’ mission, vision, values and culture, and CSR initiatives are able to articulate them in a practical way. Corporations that advocate this idea ingrain CSR into their business strategies. For this reason, it follows that engaged employees should embrace CSR for its connection to the corporation’s values and mission. The other reason is that CSR helps organizations “win the war for talent (Bhattacharya & Sen & Korschun, 2008, p37).” An increasing number of both existing employees and potential employees are attracted to corporations that are socially responsible corporate citizens. Growing evidence shows that an organization’s reputation for CSR is one of the features that attract and retain extraordinary talent. People simply like to work with corporations that share their values. Knowing the corporation contributes to society allows employees to match their values with the company’s and further align themselves with the organizational goals. This could affect the level of employee engagement. Even though those two reasons seem rational and authentic, there is little evidence that the degree to which CSR is important to a company’s employee engagement, exceeds the importance of other well-recognized drivers, such as senior managements’ concern for employees’ well-being and opportunities to improve employees’ skills and capabilities. What’s more, the performances of both CSR and employee engagement can |
