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69
however, workers who have pride in their companies might not necessarily be engaged at
work. Employees might also need other factors such as commitment, motivation and
passion to be engaged at work. If this is the case, then the SWA case study is not able to
prove that CSR can impact employee engagement significantly.
The degree of importance of CSR compared to other key drivers of employee
engagement.
Because SWA defines CSR so broadly — and treating employees properly is
considered as part of CSR most of the time — it becomes rather difficult to compare
CSR’s impact with other top drivers of employee engagement. (See Figure 5.2) To SWA,
it is bad CSR practice when senior management fails to (1) care about employees’ well-being;
(2) provide employees with enough opportunities to further develop their skills
and capabilities; (3) allow the employees’ voice to be heard by management team; (4)
ensure employees are satisfied, which are well-recognized as top drivers of employee
engagement.
Employee Engagement at SWA
Figure 5.2
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 75 |
| Contributing entity | University of Southern California |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 69 however, workers who have pride in their companies might not necessarily be engaged at work. Employees might also need other factors such as commitment, motivation and passion to be engaged at work. If this is the case, then the SWA case study is not able to prove that CSR can impact employee engagement significantly. The degree of importance of CSR compared to other key drivers of employee engagement. Because SWA defines CSR so broadly — and treating employees properly is considered as part of CSR most of the time — it becomes rather difficult to compare CSR’s impact with other top drivers of employee engagement. (See Figure 5.2) To SWA, it is bad CSR practice when senior management fails to (1) care about employees’ well-being; (2) provide employees with enough opportunities to further develop their skills and capabilities; (3) allow the employees’ voice to be heard by management team; (4) ensure employees are satisfied, which are well-recognized as top drivers of employee engagement. Employee Engagement at SWA Figure 5.2 |
