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80
key drivers that affect employee engagement. These key findings suggested that
corporations who have high employee engagement might not necessarily be good at CSR.
The reverse is also true. Therefore, both research questions — corporations that have
high employee engagement are more likely to have good reputations for CSR;
Corporations that have good reputations for CSR are more likely to have high employee
engagement — are not supported.
In summary, the thesis findings partially supported the validity of the original
thesis hypothesis. Good corporate social responsibility efforts can invigorate employee
engagement in a corporation when other key drivers of employee engagement remain
satisfied and unchanged. However, corporate social responsibility is not as important as
other key drivers when it comes to employee engagement. The conclusion is that CSR
cannot affect the level of employee engagement significantly when other top drivers
come into play.
The findings could help companies better understand the role CSR plays when it
comes to increasing employee engagement. The outcomes of redefining CSR reminded
companies to continue paying attention and spending efforts on protecting employees’
workplace safety and human rights. Neglecting those two issues could jeopardize a
company’s destiny. Without protecting workers’ safety and human rights, employee
engagement would not exist. The most significant lessons that companies can learn from
this thesis involves the degree and circumstances that CSR can affect employee
engagement. It is better for companies to match their own situation with the four models
shown above before deciding investing in CSR to increase employee engagement. They
help companies to predict the outcomes of their efforts and customize their CSR efforts
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 86 |
| Contributing entity | University of Southern California |
| Repository email | cisadmin@lib.usc.edu |
| Full text | 80 key drivers that affect employee engagement. These key findings suggested that corporations who have high employee engagement might not necessarily be good at CSR. The reverse is also true. Therefore, both research questions — corporations that have high employee engagement are more likely to have good reputations for CSR; Corporations that have good reputations for CSR are more likely to have high employee engagement — are not supported. In summary, the thesis findings partially supported the validity of the original thesis hypothesis. Good corporate social responsibility efforts can invigorate employee engagement in a corporation when other key drivers of employee engagement remain satisfied and unchanged. However, corporate social responsibility is not as important as other key drivers when it comes to employee engagement. The conclusion is that CSR cannot affect the level of employee engagement significantly when other top drivers come into play. The findings could help companies better understand the role CSR plays when it comes to increasing employee engagement. The outcomes of redefining CSR reminded companies to continue paying attention and spending efforts on protecting employees’ workplace safety and human rights. Neglecting those two issues could jeopardize a company’s destiny. Without protecting workers’ safety and human rights, employee engagement would not exist. The most significant lessons that companies can learn from this thesis involves the degree and circumstances that CSR can affect employee engagement. It is better for companies to match their own situation with the four models shown above before deciding investing in CSR to increase employee engagement. They help companies to predict the outcomes of their efforts and customize their CSR efforts |
