Contemporary People Management & CSR: Research and Discussion Report

This report examines the critical relationship between contemporary people management and Corporate Social Responsibility (CSR). It highlights the role of human resource professionals in aligning employee actions with a company's CSR objectives. The report emphasizes the use of strategic tools and techniques to leverage employee commitment, creating an employee brand aligned with CSR strategies. It explores how CSR initiatives can enhance recruitment, retention, and address social and environmental conditions. The discussion part emphasizes the importance of employee communication, CEO involvement, and senior management commitment for successful CSR implementation. The report draws on various academic sources to support its arguments, focusing on the evolution of HRM in sustainability and its impact on contemporary employees.

CONTEMPORARY PEOPLE MANAGEMENT & CSR

Contemporary people management & CSR
Table of Contents
PART A- Contemporary people management and CSR.................................................................2
PART B- Discussion........................................................................................................................2
References........................................................................................................................................3
Page 1 of 5

Contemporary people management & CSR
Research
PART A- Contemporary people management and CSR
Human resource professionals are responsible for allowing a company to achieve its CSR
objectives. Their responsibility is to govern and check employee involvement and their
performance. Using strategic tools and techniques, the HR manager can leverage employee
commitment aligned with the company's CSR strategy (Fooks, Smith, Lee, & Holden, 2017).
Companies aligned with the culture of CSR with full integration of operations help in rewarding
and incentivizing. The HR Manager can perform based on CSR decisions and initiatives. In
every organization, employees intend to work values, therefore, using CSR strategies will help in
creating an employee brand (Fooks et al. 2017). Further, using CSR strategies, the company can
identify root issues and follow mitigation actions.
Figure 1- Elements of CSR
Source- (Barker, Ingersoll, & Teal, 2014)
On HR front, adoption of CSR enables enhancement of recruitment and retention. This will act
as an advantage within tight labor markets. CSR acts as HR toolkit creating the roadmap for
human resource practitioners helping them to achieve sustainability within business aspirations.
Page 2 of 5

Contemporary people management & CSR
Subsequently, social and environmental conditions are monitored towards achieving targets
locally and globally (Liedong, Ghobadian, Rajwani, & O’Regan, 2015). CSR needs to be granted
as an experience for employees to work with own norms and values further aligned with the
company's objectives. HRM is currently embarking onto CSR polishing their role in
sustainability. HR helps in driving contemporary employees with personal and professional
development by supporting CSR values (Jamali, Dirani, & Harwood, 2015). Some of the
strategic elements of CSR are employee wellness, safe and positive occupational atmosphere,
incentives, diversity, work-life balance, and flextime work-life conditions, employee laws and
policies with organizational purview.
PART B- Discussion
Each CSR approach should think upon the expansion and implementation of the program for
employee communication that will help to express the direction for corporate, performing the
objectives, planning of innovation on the CSR efforts. The eventual aim of CSR communications
is supposed to engage the staffs and the employees within the mission of CSR of the respective
companies to construct out with the CSR DNA. Hence, it is vital that employee commitment is
mainly reliant onboard communication, CEO and generating commitment with the senior
management team. Thus, if all these will be lacking then the employees will turn out to be
cynical, lack of interest and apathetic.
Page 3 of 5

Contemporary people management & CSR
References
Barker, B., Ingersoll, L. and Teal, G., 2014. Understanding CSR culture and subcultures:
Consensual and conflicting narratives. International Journal of Employment Studies, 22(2), p.25.
Fooks, G.J., Smith, J., Lee, K., and Holden, C., 2017. Controlling corporate influence in health
policymaking? An assessment of the implementation of article 5.3 of the World Health
Organization framework convention on tobacco control. Globalization and health, 13(1), p.12.
Jamali, D.R., El Dirani, A.M. and Harwood, I.A., 2015. Exploring human resource management
roles in corporate social responsibility: the CSR‐HRM co‐creation model. Business Ethics: A
European Review, 24(2), pp.125-143.
Liedong, T.A., Ghobadian, A., Rajwani, T. and O'Regan, N., 2015. Toward a view of
complementarity: trust and policy influence the effects of corporate social responsibility and
corporate political activity. Group & Organization Management, 40(3), pp.405-427.
Page 4 of 5