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10
He stated that:
…engagement contains many of the elements of both commitment and OCB but
is by no means a perfect match with either. In addition, neither commitment nor
OCB reflect sufficiently two aspects of engagement – its two way nature, and the
extent to which engaged employees are expected to have an element of business
awareness. (Robinson, 2004, as as cited in Kula et al., 2008)
Rafferty, et al also distinguished employee engagement from commitment and OCB on
the ground that employee engagement is a reciprocal process that requires a two-way
effort between employees and corporations (Sridevi & Markos, 2010).
Employee Engagement–Relevant Research
Aside from the theoretical history and definition of employee engagement, there
were several studies that determined the direction of employee engagement’s
development. Understanding the current trends of and the aspects that determined
employee engagement helped readers better understand the significance of CSR’s impact.
As mentioned in Chapter One, corporations today realize the importance of
employee engagement as good business practice; they are thirsting for a high level of
employee engagement. Thus investment of money and effort are required to maintain and
invigorate the level of employee engagement. Because of this, a large number of relevant
studies have been conducted. The results involved a wide range of aspects in terms of
employee engagement: the current trends of employee engagement; the percentage of
engaged/disengaged employees in a certain company or among general workforce; the
advantages of high level of employee engagement and the consequences of low level of
employee engagement; best practices for increasing the level of employee engagement;
and the methods of measuring the level of employee engagement (Kular et al, 2008).
Most importantly, various studies have identified the top drivers of employee engagement.
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 16 |
| Contributing entity | University of Southern California |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 10 He stated that: …engagement contains many of the elements of both commitment and OCB but is by no means a perfect match with either. In addition, neither commitment nor OCB reflect sufficiently two aspects of engagement – its two way nature, and the extent to which engaged employees are expected to have an element of business awareness. (Robinson, 2004, as as cited in Kula et al., 2008) Rafferty, et al also distinguished employee engagement from commitment and OCB on the ground that employee engagement is a reciprocal process that requires a two-way effort between employees and corporations (Sridevi & Markos, 2010). Employee Engagement–Relevant Research Aside from the theoretical history and definition of employee engagement, there were several studies that determined the direction of employee engagement’s development. Understanding the current trends of and the aspects that determined employee engagement helped readers better understand the significance of CSR’s impact. As mentioned in Chapter One, corporations today realize the importance of employee engagement as good business practice; they are thirsting for a high level of employee engagement. Thus investment of money and effort are required to maintain and invigorate the level of employee engagement. Because of this, a large number of relevant studies have been conducted. The results involved a wide range of aspects in terms of employee engagement: the current trends of employee engagement; the percentage of engaged/disengaged employees in a certain company or among general workforce; the advantages of high level of employee engagement and the consequences of low level of employee engagement; best practices for increasing the level of employee engagement; and the methods of measuring the level of employee engagement (Kular et al, 2008). Most importantly, various studies have identified the top drivers of employee engagement. |
