دانلود مقاله ماهیت دوگانه رابطه بین مسئولیت اجتماعی شرکت و مدیریت منابع انسانی
چکیده
مقدمه
مبانی نظری
روش
یافته های پژوهشی
بحث و نتیجه گیری
منابع
Abstract
Introduction
Theoretical Foundation
Method
Research Finding
Discussion And Conclusion
References
چکیده
با افزایش و برجستگی مسئولیت اجتماعی شرکت (CSR)، درک تعامل بین CSR و مدیریت منابع انسانی (HRM)، با تکیه بر منطق‌های نهادی متعددی که چنین تعاملی را در سازمان‌ها شکل می‌دهند، مهم است. با تکیه بر یک مطالعه کیفی، ماهیت حساس به زمینه رابطه CSR-HRM را با نشان دادن تمام نیروهای سطح میدان و ویژگی‌های تأثیرات سطح میانی آشکار می‌کنیم. ما ماهیت دوگانه ای را در این رابطه شناسایی کرده ایم. این دوگانگی به ترتیب در پیامدهای سازمانی ناخواسته و مورد نظر، مانند بهره برداری از نیروی کار و دموکراتیزه کردن تعهدات CSR، دخیل است. ما کمک های متعددی به دانش و عمل ارائه می دهیم. با بررسی ماهیت دوگانه رابطه CSR-HRM، ما نقش های متعددی را که عملکرد منابع انسانی در سازمان ها ایفا می کند، مانند نقش میانجی، نقش تنظیم کننده و حاکمیتی و نقش مشروع نشان می دهیم. ما توصیه می‌کنیم که سازمان‌ها بهتر به CSR از دیدگاه مشارکت کارکنان برخورد کنند و تصور کنند که ادراک کارکنان از اعتبار CSR و نیازهای محلی، پویایی روابط CSR-HRM و تعهدات سازمانی را تغییر می‌دهد.
توجه! این متن ترجمه ماشینی بوده و توسط مترجمین ای ترجمه، ترجمه نشده است.
Abstract
With the increase and prominence of corporate social responsibility (CSR), it is important to understand the interaction between CSR and human resource management (HRM), drawing on multiple institutional logics that shape such interaction in organizations. Drawing on a qualitative study, we reveal context-sensitive nature of the CSR-HRM relationship by demonstrating all field-level forces and peculiarities of meso-level influences. We have identified a dual nature in this relationship. This duality is implicated in unintended and intended organizational outcomes, such as exploitation of workforce and democratizing CSR engagements, respectively. We offer multiple contributions to knowledge and practice. By exploring dual nature of the CSR-HRM relationship, we demonstrate multiple roles that the HR function plays in organizations, such as mediating role, regulating and governance role and legitimizing role. We recommend that organizations might better approach CSR from an employee engagement perspective and posit that employees' perceptions of CSR authenticity and of local needs will transform the dynamics of the CSR-HRM relationship and organizational commitments.
Introduction
What we know is that developing and implementing corporate social responsibility (CSR) agendas entail the involvement of strategic and operational functions of organizations, such as human resource management (HRM). Furthermore, our knowledge indicates that the implementation of a CSR strategy requires a culture fit and is contingent upon the way in which CSR is internalized within the organization (Acabado et al., 2020; Al Kerdawy, 2019; Karatas¸-Özkan et al., 2014; Marais et al., 2020; Sarvaiya et al., 2016; Yamak et al., 2019). HRM can provide such meta-level structures and means for this cultural transformation (Marescaux et al., 2019) and HR function can help to navigate the organization through different logics (Sharma et al., 2020).
Discussion And Conclusion
In this paper, we have focused on the relationship between CSR and HRM through a multilayered perspective, highlighting how HRM as an organizational function is instrumental in activating CSR in the form of CSR engagements and responses as influenced by logics emanating from field-level forces. We reveal that this operationalization has a dual nature: it leads to developing effective HR strategies for socially responsible practices, such as diversity management and community engagement on one hand, and creates mechanisms for domination and exploitation of the workforce on the other hand. Most prior research has focused on individual actors' interpretations of CSR and their framing strategies. We instead argue that it is imperative to investigate the topic at multiple levels by understanding the embeddedness of CSR logics and their interplay with HRM within broader socio-economic, political, and cultural dynamics. As argued by Meyer et al. (1997), legitimized actorhood operates at several levels (contextual, organizational or group, and individual) that compete with each other. The interaction between macro-meso levels and their influence on the dual nature of the CSR-HRM relationship is highly salient, as depicted in Figure 1 below.