David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 118 (2):365-377 (2013)
A disconnect remains between theories about responsible management and application in real-life organizations. Part of the reason is due to the complexity and holistic nature of the field, and the fact that many of the benefits of aligning business objectives with changing societal conditions are of an intangible nature. Human resource management is an increasingly important part of the field with benefits including talent retention, higher levels of motivation, and improvements in organizational cohesion. This paper sets out an experiment run at a large Spanish university to try to analyze the impact on worker productivity of a responsible management stance by an employer. Based on the Corporate Social Performance model, the paper examines the issue from the point of view of responsibilities, responsiveness, and outcomes, and considers the cost/benefit effect of incorporating a social responsibility variable into the wage structure to measure the impact on productivity
|Keywords||Corporate Social Performance Human resources Motivation Productivity|
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References found in this work BETA
Archie B. Carroll (1998). The Four Faces of Corporate Citizenship. Business and Society Review 100 (1):1-7.
Jane Collier & Rafael Esteban (2007). Corporate Social Responsibility and Employee Commitment. Business Ethics 16 (1):19–33.
John B. Cullen, K. Praveen Parboteeah & Bart Victor (2003). The Effects of Ethical Climates on Organizational Commitment: A Two-Study Analysis. [REVIEW] Journal of Business Ethics 46 (2):127 - 141.
J. Garcia de Madariaga & C. Valor (2007). Stakeholders Management Systems: Empirical Insights From Relationship Marketing and Market Orientation Perspectives. [REVIEW] Journal of Business Ethics 71 (4):425-439.
Elisabet Garriga & Domènec Melé (2004). Corporate Social Responsibility Theories: Mapping the Territory. [REVIEW] Journal of Business Ethics 53 (1-2):51-71.
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