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17
implied that corporations’ CSR programs tie into their company values and further relate
to employees. The benefit of this connection is that it helps the company achieve its goals.
As stated in Using Corporate Social Responsibility to Win the War for Talent, the
outcomes of CSR initiatives can be regarded in two categories: internal and external.
Internal outcomes include high level of commitment, greater morale, and dedication to
excellence in work tasks and etc, all of which lead to external outcomes: employees
contribute to the company’s goals (Bhattacharya & Sen & Korschun, 2008).
From the employees’ perspective, they want to be part of an organization that
demonstrates a concern for society, and CSR initiatives manifest such concern and satisfy
those needs, Harvard Business School concluded (Marquis et al., 2010). Similarly, the
MBR (2009, corporate citizenship and employee retention – current trends, para.3) stated
that “today’s employees want to be part of an enterprise that cares about more than its
bottom line. They want to be part of a company whose values are expressed in its
engagement and contributions to the community.” Jim Copeland of Deloitte also said
“the best professionals in the world want to work in organizations in which they can
thrive. And, they want to work for companies that exhibit good corporate citizenship
(White Paper of World Economic Forum, 2003, Employee and governments as key
drivers, para.2).” All the results above indicated the fact that employees applaud
corporations’ CSR initiatives, which match their personal values. It also suggested that
CSR is relevant to employees’ interests.
CSR should be one of the factors that strengthen a corporation’s level of
employee engagement and its overall performance, Max Caldwell (2010) stated. This
idea mirrors one of the key findings earlier in this chapter that CSR is one of the top
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 23 |
| Contributing entity | University of Southern California |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 17 implied that corporations’ CSR programs tie into their company values and further relate to employees. The benefit of this connection is that it helps the company achieve its goals. As stated in Using Corporate Social Responsibility to Win the War for Talent, the outcomes of CSR initiatives can be regarded in two categories: internal and external. Internal outcomes include high level of commitment, greater morale, and dedication to excellence in work tasks and etc, all of which lead to external outcomes: employees contribute to the company’s goals (Bhattacharya & Sen & Korschun, 2008). From the employees’ perspective, they want to be part of an organization that demonstrates a concern for society, and CSR initiatives manifest such concern and satisfy those needs, Harvard Business School concluded (Marquis et al., 2010). Similarly, the MBR (2009, corporate citizenship and employee retention – current trends, para.3) stated that “today’s employees want to be part of an enterprise that cares about more than its bottom line. They want to be part of a company whose values are expressed in its engagement and contributions to the community.” Jim Copeland of Deloitte also said “the best professionals in the world want to work in organizations in which they can thrive. And, they want to work for companies that exhibit good corporate citizenship (White Paper of World Economic Forum, 2003, Employee and governments as key drivers, para.2).” All the results above indicated the fact that employees applaud corporations’ CSR initiatives, which match their personal values. It also suggested that CSR is relevant to employees’ interests. CSR should be one of the factors that strengthen a corporation’s level of employee engagement and its overall performance, Max Caldwell (2010) stated. This idea mirrors one of the key findings earlier in this chapter that CSR is one of the top |
