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64
employees will keep customers coming back.” SWA realizes the importance of building
and sustaining strong internal relationships.
They [SWA] believe in promoting from within and providing employees the
opportunity to grow and learn from one another. Everyone at Southwest
understands the role each individual plays and how each and every employee
contributes to the company's success. Information flows freely between
employees and leadership, and this is especially important in an industry as
heavily unionized as the airline industry. With 87.7 percent of their workforce
unionized, these unclogged lines of communication are truly amazing. (BCLC,
2011, Background, para.4)
Marc Gunther, recognized as one of the leading CSR observers, classified SWA
as one of the smart companies that offers the ethic of service (Gunther, 2009). According
to Gunther (2009), SWA’s CSR strategy is one of those that “generates loyalty and
creates a powerful competitive advantage: Happier and more fulfilled employees mean
satisfied customers, and satisfied customers generate long-term value for shareholders.
Caring is good business (Gunther, 2009, Can a company care, para.3)”
Anecdotal evidence from various sources suggests that SWA’s employees are
having fun on the job, just as what a union president described, employees enjoy coming
to work every day (Hallowell, 1996). This makes SWA one of the top ten U.S. companies
to work for (Levering and Moskowitz, 1993 as cited in Hallowell, 1996).
Analysis.
SWA is recognized as a social responsible company both by the public and by its
employees. It is one of the best companies to work for because of its high level of
employee engagement and satisfaction. Various resources indicate that SWA’s
employees love to work at the company, and the majority of SWA’s employees are
highly engaged at work.
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 70 |
| Contributing entity | University of Southern California |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 64 employees will keep customers coming back.” SWA realizes the importance of building and sustaining strong internal relationships. They [SWA] believe in promoting from within and providing employees the opportunity to grow and learn from one another. Everyone at Southwest understands the role each individual plays and how each and every employee contributes to the company's success. Information flows freely between employees and leadership, and this is especially important in an industry as heavily unionized as the airline industry. With 87.7 percent of their workforce unionized, these unclogged lines of communication are truly amazing. (BCLC, 2011, Background, para.4) Marc Gunther, recognized as one of the leading CSR observers, classified SWA as one of the smart companies that offers the ethic of service (Gunther, 2009). According to Gunther (2009), SWA’s CSR strategy is one of those that “generates loyalty and creates a powerful competitive advantage: Happier and more fulfilled employees mean satisfied customers, and satisfied customers generate long-term value for shareholders. Caring is good business (Gunther, 2009, Can a company care, para.3)” Anecdotal evidence from various sources suggests that SWA’s employees are having fun on the job, just as what a union president described, employees enjoy coming to work every day (Hallowell, 1996). This makes SWA one of the top ten U.S. companies to work for (Levering and Moskowitz, 1993 as cited in Hallowell, 1996). Analysis. SWA is recognized as a social responsible company both by the public and by its employees. It is one of the best companies to work for because of its high level of employee engagement and satisfaction. Various resources indicate that SWA’s employees love to work at the company, and the majority of SWA’s employees are highly engaged at work. |
