Journal of Organization and Human Behaviour

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Organisational Csr Practices: a Strategic Lever Towards Harnessing Higher Employee Engagement


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1 AGM, Human Resource, TAFE Motors and Tractors Limited, Bhopal, Madhya Pradesh, India
     

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Employee engagement is a well-researched concept of human resource management and evolved as a key organisational strategic focus area. Many researchers have supported the vital role of employee engagement in achieving high-performance levels and superior business results for the organisation. In the present highly complex and fast-changing business environment, developing an actively engaged workforce is key to the survival and continuity of business enterprises. Corporate social responsibility (CSR), on the other hand, is rapidly changing from a mere set of corporate initiatives for fulfiling societal obligation. CSR presently revolves around concepts like corporate citizenship, corporate sustainability, strategic philanthropy, and doing business responsibly. Due to the dynamic behaviour and the multi-faceted association of organisations with society and its stakeholders, the nature of CSR is more complex. CSR has evolved as an essential tool in the direction of fostering an emotional and cognitive connection of the employees with the organisation, and deriving positive and sustainable organisational performance. This is more prominent, particularly for the younger employees. Organisational CSR initiatives positively impact employee engagement, which in turn can reduce costs due to increased employee retention as well as improved reputation in the eyes of employees. By integrating CSR and employee engagement into their business strategy, organisations can derive substantial benefits towards achieving positive and sustainable organisational performance. This paper explores the various dimensions of CSR in shaping employees’ attitudes and behaviour, and its connection with employee engagement towards superior organisational performance. It focuses on CSR as a significant contributing factor or lever towards harnessing employee engagement.

Keywords

CSR Practices, Employee CSR Perceptions, CSR Competence, Social/Environmental Sustainability, Employee Engagement
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  • Organisational Csr Practices: a Strategic Lever Towards Harnessing Higher Employee Engagement

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Authors

Partha Sarathi Basu
AGM, Human Resource, TAFE Motors and Tractors Limited, Bhopal, Madhya Pradesh, India

Abstract


Employee engagement is a well-researched concept of human resource management and evolved as a key organisational strategic focus area. Many researchers have supported the vital role of employee engagement in achieving high-performance levels and superior business results for the organisation. In the present highly complex and fast-changing business environment, developing an actively engaged workforce is key to the survival and continuity of business enterprises. Corporate social responsibility (CSR), on the other hand, is rapidly changing from a mere set of corporate initiatives for fulfiling societal obligation. CSR presently revolves around concepts like corporate citizenship, corporate sustainability, strategic philanthropy, and doing business responsibly. Due to the dynamic behaviour and the multi-faceted association of organisations with society and its stakeholders, the nature of CSR is more complex. CSR has evolved as an essential tool in the direction of fostering an emotional and cognitive connection of the employees with the organisation, and deriving positive and sustainable organisational performance. This is more prominent, particularly for the younger employees. Organisational CSR initiatives positively impact employee engagement, which in turn can reduce costs due to increased employee retention as well as improved reputation in the eyes of employees. By integrating CSR and employee engagement into their business strategy, organisations can derive substantial benefits towards achieving positive and sustainable organisational performance. This paper explores the various dimensions of CSR in shaping employees’ attitudes and behaviour, and its connection with employee engagement towards superior organisational performance. It focuses on CSR as a significant contributing factor or lever towards harnessing employee engagement.

Keywords


CSR Practices, Employee CSR Perceptions, CSR Competence, Social/Environmental Sustainability, Employee Engagement

References