دانلود مقاله ماهیت دوگانه رابطه بین مسئولیت اجتماعی شرکت و مدیریت منابع انسانی
چکیده
مقدمه
مدیریت منابع انسانی و مشارکت کارکنان
مدیریت منابع انسانی و مراقبت سازمانی
مراقبت سازمانی و مشارکت کارکنان
مراقبت از مدیریت منابع انسانی و مشارکت کارکنان
بحث
نتیجه گیری
منابع
Abstract
Introduction
Human resources management and employee engagement
Human resources management and organizational care
Organizational care and employee engagement
Caring human resources management and employee engagement
Discussion
Conclusion
References
چکیده
تحقیقات در مورد مشارکت کارکنان نشان داده است که شیوه ها و سیستم های مدیریت منابع انسانی (HRM) ارتباط مثبتی با مشارکت کارکنان دارد. با این حال، مشخص نیست که چه شیوه‌ها یا سیستم شیوه‌های مدیریت منابع انسانی برای مشارکت کارکنان یا مکانیسم‌های نظری که مداخله می‌کنند و ارتباط بین HRM و مشارکت کارکنان را توضیح می‌دهند، مهم‌تر است. در این مقاله، من با توسعه یک مدل مراقبت از مدیریت منابع انسانی و مشارکت کارکنان بر اساس تعامل، جو سازمانی، و ادبیات استراتژیک مدیریت منابع انسانی، به این دو سوال مهم پاسخ می‌دهم. این مدل نشان می‌دهد که یک سیستم از شیوه‌های مراقبت از مدیریت منابع انسانی (طراحی شغل، آموزش و توسعه، ترتیبات کاری انعطاف‌پذیر، تعادل بین کار و زندگی، مشارکت در تصمیم‌گیری، سلامت و ایمنی، توسعه شغلی، و برنامه‌های سلامت و تندرستی) منجر به یک سازمان می‌شود. جو مراقبت و نگرانی برای کارکنان که کارکنان با مراقبت از سازمان به آن پاسخ خواهند داد که با سطوح بالاتری از مشارکت به اجرا در خواهند آمد. این مدل راه‌های زیادی را برای تحقیقات و تمرین‌های آتی در مورد مدیریت منابع انسانی و مشارکت کارکنان فراهم می‌کند و مفهوم یک سیستم مدیریت منابع انسانی مراقبتی و جو سازمانی مراقبت و نگرانی برای کارکنان را به ادبیات مشارکت کارکنان معرفی می‌کند.
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
Employee engagement has become one of the most important topics in management for both scholars and practitioners. This is not surprising given the strong evidence that employee engagement is strongly related to employee attitudes, behaviors, performance, and well-being (Bailey, Madden, Alfes, & Fletcher, 2017; Crawford, LePine, & Rich, 2010; Halbesleben, 2010; Saks, 2006), as well as organizational outcomes such as financial and customer metrics of performance (Harter, Schmidt, & Hayes, 2002; Schneider, Yost, Kropp, Kind, & Lam, 2018). Furthermore, collective organizational engagement (shared perceptions of organizational members that members of the organization are, as a whole, physically, cognitively, and emotionally invested in their work) has been described as a “unique, value-creating organizational capability” that is related to firm performance (Barrick, Thurgood, Smith, & Courtright, 2015, p.119). Thus, it is now generally believed that employee engagement can provide organizations with a competitive advantage (Barrick et al., 2015; Rich, Lepine, & Crawford, 2010; Schneider et al., 2018).
Conclusion
A great deal of research has been published on employee engagement not to mention numerous review articles and meta-analyses, special journal issues, and books. However, much less research has examined the role of HRM for developing employee engagement or the mechanisms through which HRM might lead to higher levels of employee engagement. As a result, we know relatively little about what HRM practices are most likely to drive employee engagement and the mechanisms involved in this process.
In this paper, I have provided a model of HRM and employee engagement that revolves around the notion that caring is a fundamental factor when it comes to employees’ willingness to fully invest their full and complete selves into the performance of their job and work roles. Along these lines, I have suggested that an HRM system made up of a coherent set of caring HRM practices based on an HRM policy of caring for employees can lead to an organizational climate of care and concern for employees, and that in such a climate, employees will reciprocate and respond by caring more about their organization and by being more engaged in their job and work roles.