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37
CSR, the employees would start to question the company, but the level of employee
engagement would not be necessarily impacted.
Jackson also disagreed with the idea that CSR can replace any of the other top
drivers. “It will be naïve to believe that CSR can make up the loss for other top drivers of
employee engagement,” she said. For her, bad CSR would not impact employee
engagement necessarily, and employees would still remain engaged at work as long as all
the top drivers of employee engagement remain satisfied and unchanged.
In conclusion, CSR can affect employee engagement when other top drivers of
employee engagement (senior management’s concern in employee well-being;
opportunities for employees to improve skills and capabilities; input into department’s
decision making; career advancement opportunities; organization’s ability to quickly
resolve customers’ concerns; and employees’ benefits) remain satisfied and unchanged.
However, CSR cannot impact employee engagement significantly when other drivers
come into play, and it cannot make up for the loss of any of those factors.
Other findings.
The interviews also revealed other key findings about internal CSR.
Jackson raised an interesting idea that corporations view CSR as relating with the
outside world, which could mean they neglect internal CSR. “According to United
Nation’s Global Compact, treating employees ethically and maintaining a safe working
environment is part of the definition of CSR,” she said. When people talk about
employees in the CSR context, the frame usually involves employees’ human rights and
workplace safety. CSR can be divided into two parts: external CSR and internal CSR, she
said. If something bad happened to employees’ human rights and workplace safety,
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 43 |
| Contributing entity | University of Southern California |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 37 CSR, the employees would start to question the company, but the level of employee engagement would not be necessarily impacted. Jackson also disagreed with the idea that CSR can replace any of the other top drivers. “It will be naïve to believe that CSR can make up the loss for other top drivers of employee engagement,” she said. For her, bad CSR would not impact employee engagement necessarily, and employees would still remain engaged at work as long as all the top drivers of employee engagement remain satisfied and unchanged. In conclusion, CSR can affect employee engagement when other top drivers of employee engagement (senior management’s concern in employee well-being; opportunities for employees to improve skills and capabilities; input into department’s decision making; career advancement opportunities; organization’s ability to quickly resolve customers’ concerns; and employees’ benefits) remain satisfied and unchanged. However, CSR cannot impact employee engagement significantly when other drivers come into play, and it cannot make up for the loss of any of those factors. Other findings. The interviews also revealed other key findings about internal CSR. Jackson raised an interesting idea that corporations view CSR as relating with the outside world, which could mean they neglect internal CSR. “According to United Nation’s Global Compact, treating employees ethically and maintaining a safe working environment is part of the definition of CSR,” she said. When people talk about employees in the CSR context, the frame usually involves employees’ human rights and workplace safety. CSR can be divided into two parts: external CSR and internal CSR, she said. If something bad happened to employees’ human rights and workplace safety, |
