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58
senior management’s concern in employees’ well-being; opportunities for employees to
improve skills and capabilities; input into department’s decision making; career
advancement opportunities; the organization’s ability to quickly resolve customers’
concerns and employees’ benefits.) Even the volunteer-extraordinaire who thought
Bayer’s CSR programs invigorated her engagement at work, said that it would not help if
any of other top drivers are not satisfied. In other words, CSR cannot make up for any of
those well-recognized top drivers of employee engagement, and it cannot affect employee
engagement significantly.
Conclusion.
Because of the pharmaceutical industry’s nature and competitiveness, Bayer has
to pay attention to its CSR initiatives and try to present a positive public image to make it
stand out from its rivals.
The implication of the Bayer U.S. case study involves its good reputation for CSR.
The company is able to retain its good reputation and develop because (1) Bayer has
effective communication channels that allow two-way communication between
employees and management. The employees are able to receive CSR messages from
headquarters, which triggers their pride in the company. (2) Bayer allows employees to
participate in its CSR programs freely without much compulsion. Employees who are
engaged in those programs found them understand the company values better and further
connected with Bayer.
The second implication is that participating in CSR programs helps employees
become more engaged in the company, but only if no other key drivers come into play.
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 64 |
| Contributing entity | University of Southern California |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 58 senior management’s concern in employees’ well-being; opportunities for employees to improve skills and capabilities; input into department’s decision making; career advancement opportunities; the organization’s ability to quickly resolve customers’ concerns and employees’ benefits.) Even the volunteer-extraordinaire who thought Bayer’s CSR programs invigorated her engagement at work, said that it would not help if any of other top drivers are not satisfied. In other words, CSR cannot make up for any of those well-recognized top drivers of employee engagement, and it cannot affect employee engagement significantly. Conclusion. Because of the pharmaceutical industry’s nature and competitiveness, Bayer has to pay attention to its CSR initiatives and try to present a positive public image to make it stand out from its rivals. The implication of the Bayer U.S. case study involves its good reputation for CSR. The company is able to retain its good reputation and develop because (1) Bayer has effective communication channels that allow two-way communication between employees and management. The employees are able to receive CSR messages from headquarters, which triggers their pride in the company. (2) Bayer allows employees to participate in its CSR programs freely without much compulsion. Employees who are engaged in those programs found them understand the company values better and further connected with Bayer. The second implication is that participating in CSR programs helps employees become more engaged in the company, but only if no other key drivers come into play. |
