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建立人际资源圈Introduction to Corporate Social Responsibility---Essay论文范文
2016-08-01 来源: 51Due教员组 类别: Essay范文
Essay代写范文:Introduction to Corporate Social Responsibility这篇Essay论文从伦理学角度而言企业所要承担的社会责任的研究和分析，本文旨在触及企业社会责任和商业伦理的基本问题，然后集中人力追索权管理和企业社会责任的关系，企业社会责任是组织处理的方式，目的是造福人民，社区和社会的经济，社会和环境问题的平衡做法。
企业社会责任的介绍---Introduction to Corporate Social Responsibility (CSR)
The resent years there is a growing debate for what exactly CSR is and which the best definition is. For the purpose of this essay we will use a mix of definitions, trying to cover the aspects that are engaging ethical behaviors. So, for the Chartered Institute of Personnel and Development “CSR is about the way which companies meet their wider obligations, both to employees and to the wider community.” (CIPD guide to Corporate Social Responsibility and HR’s Role). The World Business Council for Sustainable Development defines CSR as “the business commitment and contribution to the quality of life of employees, their families and the local community and the society overall to support sustainable economic development.” (WBCSD, 2000). Leonard and McAdam (2003) list specific issues that CSR is engaged, some of them are: human rights, environmental behavior, community, social development, employment issues and unfair business practices. A final definition of CSR is offered by ISO (2002): “CSR is a balanced approach for organizations to address economic, social and environmental issues in a way that aims to benefit people, communities and society”.
From the above definitions we can safely conclude that CSR is a voluntary “program” or initiative from the site of the business organizations (including the public sector and all the forms of companies), that aims to “give back” to the community and behave ethically. Of course there is another argument from Friedman (1970) and from his follower Manne (2006) that there is no place for CSR in free market capitalism and that “using corporate resources for purely altruistic purposes basically amounts to socialism”. For the purpose of this essay we will “put aside” these last opinions although they raise some very interesting issues about business ethics in general and the purpose of a company in the society. All the other definitions are making a Reference to the respect of human rights and the employees’ quality of life. This essay aims to touch the basic issues of CSR and business ethics, and then focus on the relation of Human Recourse Management (HRM) and CSR. For the purpose of that, I will use as an example the Coco-Mat company. Coco-Mat is a Greek mattress manufacturing company that is famous and awarded for its HRM initiatives towards an ethical behavior as part of their CSR strategy. References on Coco-Mat’s programs and strategies will be used during the analysis of HRM actions towards CSR.
商业道德和企业社会责任---Business Ethics & CSR
Scandals such Enron, WorldCom and the recent economic crash because of the debt policies of the banks and the enormous bonuses, brought Business Ethics in the front line of the business agenda and policy makers. At this point it is useful to give some opinions on what is ethics and what is conceding as business ethics. I will not go deep at the debate of the ethical theory since it is outside of the purpose of this essay, but I will present a history outline of business ethics and mention some of the views. Donalson (1989) and Maclagan (1998) propose that ethics and morality are in fact synonymous. Caroll (1991) describes ethics as the conception of what is right and fair conduct or behavior. DeGeorge (1999) defines business ethics as field of “special” ethics, dealing with issues raised in the field of business. Maslow (1943) also categorizes “morality” as a “self-actualization” need at his pyramid of needs. For the Institute of Business Ethics, “Business ethics is the application of ethical values to business behavior. […] Ethics goes beyond the legal requirements for a company and is, therefore, discretionally. Business ethics applies to the conduct of individuals and to the conduct of the organization as a whole.”.
De George at his paper (2005) illustrates a very interesting view of the history of Business Ethics. According to him “the term business ethics is used in at least three different, although related, senses.” The first one is the “application of everyday moral or ethical norms to business”. This sense is based on individualism and personal immoral or ethical actions. Business people are just following their beliefs, religions or social norms. Any fault is not because of the strategy of a company but because of a personal immoral behavior of the man in charge. The second sense is the one that De George describes as “Business Ethics as an Academic Field”. The development of CSR programs is a reaction of the companies in the bad publicity that they faced after corporate scandals and also due to the political awareness of the era (1960s – 1970s) . Indeed studies show that there is a connection between CSR and reputation (Fombrun and Shanley 1990, Brammer and Millington 2005). The Chartered Institute of Personnel and Development also supports that “the (CSR) model assumes that suppliers, employees and customers are all more likely to choose to do business with a company that conducts operations on an ethical basis.”. De George argues that the entry of philosophers in business schools brought the ethical theory and philosophical analysis into the business. “Business ethics emerged as a result of the intersection of ethical theory with empirical studies and the analysis of cases and issues.” (De George 2005). Finally De George introduces “Business Ethics as a Movement”. This “part of the history” is the one that we live today, with companies strategically planning their CSR actions, volunteering establishing codes of conduct and adopt ethical corporate cultures. Codes and guidelines such as UN’s “Global Compact for Corporations” and EU’s “Green Paper” are proposed to the international community. The notion of a Triple Bottom Line (financial, social and environmental corporate reporting) is adopted by a number of companies.
The last “historical sense” of De George, is the one that fits most to the CSR strategy that is used nowadays (or at least supposedly is used). So, CSR is the way that companies are applying ethical strategies in the business field. CSR is the tool to express in the “business world” ethical and moral behaviors.
人力资源管理和企业社会责任---HRM and CSR As we have seen CSR is focused a lot on issues that include peoples, either employees or customers. Even the CSR programs that are not directly linked with people, such as environmental or social projects, as result always contribute to better living conditions of the general population.
Strandberg, Principal of Strandberg Consulting of Canada, defines (2009): “Human resource management is the organizational function that deals with recruiting, managing, developing and motivating people, including providing functional and specialized support and systems for employee engagement and managing system to foster regulatory compliance with employment and human rights standards.”. Epstein (2007) argues that even transnational companies “invest in host regions, employ best practices, respect human rights, develop an educated labor force, safeguard the environment, protect employee’s health, and they are forces for good in the development of these areas”. I will have to object to Epsteins’ argument, at least to a level, since there are multiple scandals according to transnational companies that don’t respect any of the above mentioned issues. On the other hand we cannot generalize and we can accept that Epsteins’ argument is valid for many of the companies. Last CIPD states that traditionally HR departments are responsible for employee behavior, relations with the trade unions and employment law.
Bearing in mind those definitions and descriptions of HRM we can see that many of the issues that HRM managers deal with are common with those of a CSR strategy. Indeed, as the CIPD introduce (CIPD guide), “Successful CSR programmes depend on enlightened people management practices. The HR department is responsible for many of the key systems and processes, on which effective delivery depends”. Later at the same guide CIPD supports that “Ethical issues have historically been seen as marginal academic debate about HRM”. It is obvious that HRM play a major role in CSRs strategy implementation into the company.
Now let’s see some of the common issues of CSR and HRM. A very important fact is that “job applicant and employee perceptions of the firm’s CSR determine their attractiveness towards the organizations” (Greening & Turban, 2000). Lockwood (2004) argues that “with the anticipated labor shortage in the next 10 to 25 year, attracting, developing, motivating and retaining talent, is very important. Correspondingly, CSR influences a company’s competitive advantage today through two key value drivers: 1) reputation and brand; 2) human capital”. So CSR is not only a good way to look good to your customers and to give back to the society, but it is also good to keep your valuable human capital. The rising quality of education and the amount of highly educated graduates is pulling the aspirations and the demands of the work force from the employers. As Murray (2008) states at his survey, more than one-third of responders pointed that more important than the salary is to know that they work for a caring and responsible company. Also half of them will leave from their employer if they realize that he lacks of good CSR policies. As Strandberg (2009) noted “people want to work for companies that walk their talk” referring to some companies that just declare their values and good working conditions without doing anything to implement them. For that reason suddenly we observe many “qualifications” focus exclusively in the promotion of the “good working environment”. Two of the most famous awards are the “great place to work” and the “100 Best Companies to Work For”. These awards are made not to promote the practices inside the corporation but mostly to attract future employees and show their commitment to good HR practices to the society. Skinner (2002) in his study on Novo Nordisk, a high-value CSR company in Denmark, showed that after launching their values programme with objectives for sustainable development and ethical behavior, they saw a 5% drop in staff turnover. Thornton (2008) also notes that stuff turnover can result, except bad reputation and loss of competitiveness, increased operating costs; since new stuff should be hired and recruiting costs will apply.
New training costs and loss of adjustment time will increase more the costs of turnover. Also it is evident (World Business Council for Sustainable Development) that most of the employees that raise ethical and environmental issues, so these are those who are willing to turnover due to lack of CSR, are graduates and high skilled. That means that the cost for their replacement is even bigger and the process more time-consuming than replacing a low-skill worker. Furthermore Aspen Institute’s 2007 study of MBA students find that they are highly interested into finding a job that will allow them to contribute to the society. It is evident that MBA students are part of the best and brightest future leaders and executives. Many companies would like to be in their preferences.
Inside the corporation, among the current employees, the benefits are equally important. GlobeScan 2002 survey showed that eighty percent of the employees of a social responsible company felt more motivated and loyal towards their employer. Satisfied employees are the best word-off moth for their company and the best answer to costumers complains. If the employees are turning against their company and are unsatisfied the results for the company’s reputation will be really bad. As it is successfully noted (S.Sharma, J. Sharma and Devi, 2009) “stuff can become brand ambassador of the organization”. Sirota Survey Intelligence (2007) also evident that employees that are satisfied with the company’s commitment to social and environmental behavior, are more positive and more likely to be engaged and more productive.
对于企业社会责任的人力资源管理措施案例–椰子垫---HRM initiatives towards CSR – The case of Coco-Mat
After trying to explain the connection of HRM and CSR we will now examine some initiatives from the departments of HR towards CSR. The case of Coco-Mat will be now used to explain some of the programmes and to see some of the possible initiatives that a company can include to their strategy. Keeping in mind that Coco-Mat is a mattress manufacture and sales company, we can understand that there are many different categories of employees. Administrative staff, workers, sales and executives. Coco –Mat is an international company with retail stores in multiple countries in Europe and Asia. They are awarded multiple times for their sustainable strategy and their CSR practices from many international and national boards, including EU Department of Public Health and Safety in Work Environments and the Henry Ford Foundation. Coco-Mat is also part of the European Federation of Quality Management (EFQL) and follows its guidelines and strategies.
The Human Recourses department of Coco-Mat is dealing with all the CSR initiatives of the company towards their employees. As Sharma (2009) noted “an organization can exhibit a better image in the minds of people by presenting itself as an excellent employer which cares for its people and involves them in the ambit of social responsibility”. The vision of Coco-Mat is “achieve a working culture of sustainability, embracing all types of human activity”. An important factor for a company is to persuade its employees to participate actively in the CSR policy and initiatives. For that voluntarism should be promoted into the culture of the company. Also these initiatives should be communicated to the employees in a way that they will feel that they contribute. Sharma (2009) argues that orientation programmes should run for the new employees (also for the old ones I will add) to inform them about the organizations philosophy and give them the chance to learn and participate.
Coco-Mat has developed a very interesting communication scheme. Management has multiple ways to communicate with the employees but not just one-way but with interaction. Many companies are focused on to how to communicate their message but they forget that they need also to listen. Coco-Mats communication plan includes “morning coffee” every day before the job starts, Sunday trips with the employees, monthly meetings and forms that employees can suggest or complain if they want anonymously. Very interesting is the initiative of the “diner” when each employee, once every year has the chance to dine with an executive and discus personal or work related issues. Also monthly meeting are taking place to each department. As Strandberg (2009) notes HR management through communication can find and profile success stories of CSR leadership and initiatives within the departments. When good communication is established between the employees and the management, it is easier to promote any project to the employee and receive instantly a feedback for improvement.
An important issue towards CSR, that is primarily a HRM issue, is the one of the respect of human rights, working environment and work – life balance. CIPD declares that the “good” employer has to promote policies of diversity and work-life balance. Also the “good” employer should promote a learning environment and build trust inside the organization. Coco-Mat states in it’s vision that one of the main goals is to give equal chances to everybody irrespective of their religion, nationality, color or physical disability. Truly Coco-Mat is one of the companies that employs people with “special skills” and in general people considered as minorities. Also they offer a variety of benefits including health insurance beyond the legal requirement and special working terms for their employees with needs. Training is also provided according to the needs of each department and each employee.
A final and very common practice is the creation of a Code of Conduct. In Coco-Mat that code is part of the core values and the vision of the company. CIPD proposes that codes of conduct should be developed by the legal department in collaboration with the HR and the promotion of the Public Relations department. Winstanley and Woodall (2000) argue that “code of conduct do not go very far towards raising ethical sensitivity and awareness. Although useful in addressing routine problems, they are not helpful in dealing with exceptional and unusual cases typical of ethical dilemmas”. Epstein (2007) notes that codes coming from international bodies such as European Commission, are a good way to provide some primary values to companies and industries that are less developed or acting in a less developed country, and typically paid little attention to issues of socially responsible business behavior. Ending Barrett (2009) raises the attention that if a company does not have a code of conduct or does not have a business code or verification (like ISO) doesn’t mean that is tend to abuse child labor or force people to work. There should be attention to how we make assumptions, especially for a field such CSR that qualification, measurement and verification is still in progress and raises many arguments.
结论---Conclusion
Although CSR is not a new subject in the business field, still raises many arguments and many different approaches exists. Especially when we have to connect CSR with the theory of Business Ethics, we come up against fundamental problems of the modern market, such as which is the purpose of a company and what obligations has towards the society and its stakeholders.
Despite of these problems there is a “CSR movement” that drives organizations and international bodies to do more research and study more about CSR. One of the approaches is that CSR has great ally inside every organization, the HR department. And that is so, because the HRM is by definition dealing with people, and where people exist, ethical problems are raised. HRM has developed tools to implement CSR and also to have some “profit” from its implementation.
Concluding a very interesting point of view is the one by Mees and Bonham: “If employees are not engaged, CSR becomes an exercise in public relations. The credibility of an organization will become damaged when it becomes evident that the company in not “walking the talk”.
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企业社会责任的介绍---Introduction to Corporate Social Responsibility (CSR)
The resent years there is a growing debate for what exactly CSR is and which the best definition is. For the purpose of this essay we will use a mix of definitions, trying to cover the aspects that are engaging ethical behaviors. So, for the Chartered Institute of Personnel and Development “CSR is about the way which companies meet their wider obligations, both to employees and to the wider community.” (CIPD guide to Corporate Social Responsibility and HR’s Role). The World Business Council for Sustainable Development defines CSR as “the business commitment and contribution to the quality of life of employees, their families and the local community and the society overall to support sustainable economic development.” (WBCSD, 2000). Leonard and McAdam (2003) list specific issues that CSR is engaged, some of them are: human rights, environmental behavior, community, social development, employment issues and unfair business practices. A final definition of CSR is offered by ISO (2002): “CSR is a balanced approach for organizations to address economic, social and environmental issues in a way that aims to benefit people, communities and society”.
From the above definitions we can safely conclude that CSR is a voluntary “program” or initiative from the site of the business organizations (including the public sector and all the forms of companies), that aims to “give back” to the community and behave ethically. Of course there is another argument from Friedman (1970) and from his follower Manne (2006) that there is no place for CSR in free market capitalism and that “using corporate resources for purely altruistic purposes basically amounts to socialism”. For the purpose of this essay we will “put aside” these last opinions although they raise some very interesting issues about business ethics in general and the purpose of a company in the society. All the other definitions are making a Reference to the respect of human rights and the employees’ quality of life. This essay aims to touch the basic issues of CSR and business ethics, and then focus on the relation of Human Recourse Management (HRM) and CSR. For the purpose of that, I will use as an example the Coco-Mat company. Coco-Mat is a Greek mattress manufacturing company that is famous and awarded for its HRM initiatives towards an ethical behavior as part of their CSR strategy. References on Coco-Mat’s programs and strategies will be used during the analysis of HRM actions towards CSR.
商业道德和企业社会责任---Business Ethics & CSR
Scandals such Enron, WorldCom and the recent economic crash because of the debt policies of the banks and the enormous bonuses, brought Business Ethics in the front line of the business agenda and policy makers. At this point it is useful to give some opinions on what is ethics and what is conceding as business ethics. I will not go deep at the debate of the ethical theory since it is outside of the purpose of this essay, but I will present a history outline of business ethics and mention some of the views. Donalson (1989) and Maclagan (1998) propose that ethics and morality are in fact synonymous. Caroll (1991) describes ethics as the conception of what is right and fair conduct or behavior. DeGeorge (1999) defines business ethics as field of “special” ethics, dealing with issues raised in the field of business. Maslow (1943) also categorizes “morality” as a “self-actualization” need at his pyramid of needs. For the Institute of Business Ethics, “Business ethics is the application of ethical values to business behavior. […] Ethics goes beyond the legal requirements for a company and is, therefore, discretionally. Business ethics applies to the conduct of individuals and to the conduct of the organization as a whole.”.
De George at his paper (2005) illustrates a very interesting view of the history of Business Ethics. According to him “the term business ethics is used in at least three different, although related, senses.” The first one is the “application of everyday moral or ethical norms to business”. This sense is based on individualism and personal immoral or ethical actions. Business people are just following their beliefs, religions or social norms. Any fault is not because of the strategy of a company but because of a personal immoral behavior of the man in charge. The second sense is the one that De George describes as “Business Ethics as an Academic Field”. The development of CSR programs is a reaction of the companies in the bad publicity that they faced after corporate scandals and also due to the political awareness of the era (1960s – 1970s) . Indeed studies show that there is a connection between CSR and reputation (Fombrun and Shanley 1990, Brammer and Millington 2005). The Chartered Institute of Personnel and Development also supports that “the (CSR) model assumes that suppliers, employees and customers are all more likely to choose to do business with a company that conducts operations on an ethical basis.”. De George argues that the entry of philosophers in business schools brought the ethical theory and philosophical analysis into the business. “Business ethics emerged as a result of the intersection of ethical theory with empirical studies and the analysis of cases and issues.” (De George 2005). Finally De George introduces “Business Ethics as a Movement”. This “part of the history” is the one that we live today, with companies strategically planning their CSR actions, volunteering establishing codes of conduct and adopt ethical corporate cultures. Codes and guidelines such as UN’s “Global Compact for Corporations” and EU’s “Green Paper” are proposed to the international community. The notion of a Triple Bottom Line (financial, social and environmental corporate reporting) is adopted by a number of companies.
The last “historical sense” of De George, is the one that fits most to the CSR strategy that is used nowadays (or at least supposedly is used). So, CSR is the way that companies are applying ethical strategies in the business field. CSR is the tool to express in the “business world” ethical and moral behaviors.
人力资源管理和企业社会责任---HRM and CSR As we have seen CSR is focused a lot on issues that include peoples, either employees or customers. Even the CSR programs that are not directly linked with people, such as environmental or social projects, as result always contribute to better living conditions of the general population.
Strandberg, Principal of Strandberg Consulting of Canada, defines (2009): “Human resource management is the organizational function that deals with recruiting, managing, developing and motivating people, including providing functional and specialized support and systems for employee engagement and managing system to foster regulatory compliance with employment and human rights standards.”. Epstein (2007) argues that even transnational companies “invest in host regions, employ best practices, respect human rights, develop an educated labor force, safeguard the environment, protect employee’s health, and they are forces for good in the development of these areas”. I will have to object to Epsteins’ argument, at least to a level, since there are multiple scandals according to transnational companies that don’t respect any of the above mentioned issues. On the other hand we cannot generalize and we can accept that Epsteins’ argument is valid for many of the companies. Last CIPD states that traditionally HR departments are responsible for employee behavior, relations with the trade unions and employment law.
Bearing in mind those definitions and descriptions of HRM we can see that many of the issues that HRM managers deal with are common with those of a CSR strategy. Indeed, as the CIPD introduce (CIPD guide), “Successful CSR programmes depend on enlightened people management practices. The HR department is responsible for many of the key systems and processes, on which effective delivery depends”. Later at the same guide CIPD supports that “Ethical issues have historically been seen as marginal academic debate about HRM”. It is obvious that HRM play a major role in CSRs strategy implementation into the company.
Now let’s see some of the common issues of CSR and HRM. A very important fact is that “job applicant and employee perceptions of the firm’s CSR determine their attractiveness towards the organizations” (Greening & Turban, 2000). Lockwood (2004) argues that “with the anticipated labor shortage in the next 10 to 25 year, attracting, developing, motivating and retaining talent, is very important. Correspondingly, CSR influences a company’s competitive advantage today through two key value drivers: 1) reputation and brand; 2) human capital”. So CSR is not only a good way to look good to your customers and to give back to the society, but it is also good to keep your valuable human capital. The rising quality of education and the amount of highly educated graduates is pulling the aspirations and the demands of the work force from the employers. As Murray (2008) states at his survey, more than one-third of responders pointed that more important than the salary is to know that they work for a caring and responsible company. Also half of them will leave from their employer if they realize that he lacks of good CSR policies. As Strandberg (2009) noted “people want to work for companies that walk their talk” referring to some companies that just declare their values and good working conditions without doing anything to implement them. For that reason suddenly we observe many “qualifications” focus exclusively in the promotion of the “good working environment”. Two of the most famous awards are the “great place to work” and the “100 Best Companies to Work For”. These awards are made not to promote the practices inside the corporation but mostly to attract future employees and show their commitment to good HR practices to the society. Skinner (2002) in his study on Novo Nordisk, a high-value CSR company in Denmark, showed that after launching their values programme with objectives for sustainable development and ethical behavior, they saw a 5% drop in staff turnover. Thornton (2008) also notes that stuff turnover can result, except bad reputation and loss of competitiveness, increased operating costs; since new stuff should be hired and recruiting costs will apply.
New training costs and loss of adjustment time will increase more the costs of turnover. Also it is evident (World Business Council for Sustainable Development) that most of the employees that raise ethical and environmental issues, so these are those who are willing to turnover due to lack of CSR, are graduates and high skilled. That means that the cost for their replacement is even bigger and the process more time-consuming than replacing a low-skill worker. Furthermore Aspen Institute’s 2007 study of MBA students find that they are highly interested into finding a job that will allow them to contribute to the society. It is evident that MBA students are part of the best and brightest future leaders and executives. Many companies would like to be in their preferences.
Inside the corporation, among the current employees, the benefits are equally important. GlobeScan 2002 survey showed that eighty percent of the employees of a social responsible company felt more motivated and loyal towards their employer. Satisfied employees are the best word-off moth for their company and the best answer to costumers complains. If the employees are turning against their company and are unsatisfied the results for the company’s reputation will be really bad. As it is successfully noted (S.Sharma, J. Sharma and Devi, 2009) “stuff can become brand ambassador of the organization”. Sirota Survey Intelligence (2007) also evident that employees that are satisfied with the company’s commitment to social and environmental behavior, are more positive and more likely to be engaged and more productive.
对于企业社会责任的人力资源管理措施案例–椰子垫---HRM initiatives towards CSR – The case of Coco-Mat
After trying to explain the connection of HRM and CSR we will now examine some initiatives from the departments of HR towards CSR. The case of Coco-Mat will be now used to explain some of the programmes and to see some of the possible initiatives that a company can include to their strategy. Keeping in mind that Coco-Mat is a mattress manufacture and sales company, we can understand that there are many different categories of employees. Administrative staff, workers, sales and executives. Coco –Mat is an international company with retail stores in multiple countries in Europe and Asia. They are awarded multiple times for their sustainable strategy and their CSR practices from many international and national boards, including EU Department of Public Health and Safety in Work Environments and the Henry Ford Foundation. Coco-Mat is also part of the European Federation of Quality Management (EFQL) and follows its guidelines and strategies.
The Human Recourses department of Coco-Mat is dealing with all the CSR initiatives of the company towards their employees. As Sharma (2009) noted “an organization can exhibit a better image in the minds of people by presenting itself as an excellent employer which cares for its people and involves them in the ambit of social responsibility”. The vision of Coco-Mat is “achieve a working culture of sustainability, embracing all types of human activity”. An important factor for a company is to persuade its employees to participate actively in the CSR policy and initiatives. For that voluntarism should be promoted into the culture of the company. Also these initiatives should be communicated to the employees in a way that they will feel that they contribute. Sharma (2009) argues that orientation programmes should run for the new employees (also for the old ones I will add) to inform them about the organizations philosophy and give them the chance to learn and participate.
Coco-Mat has developed a very interesting communication scheme. Management has multiple ways to communicate with the employees but not just one-way but with interaction. Many companies are focused on to how to communicate their message but they forget that they need also to listen. Coco-Mats communication plan includes “morning coffee” every day before the job starts, Sunday trips with the employees, monthly meetings and forms that employees can suggest or complain if they want anonymously. Very interesting is the initiative of the “diner” when each employee, once every year has the chance to dine with an executive and discus personal or work related issues. Also monthly meeting are taking place to each department. As Strandberg (2009) notes HR management through communication can find and profile success stories of CSR leadership and initiatives within the departments. When good communication is established between the employees and the management, it is easier to promote any project to the employee and receive instantly a feedback for improvement.
An important issue towards CSR, that is primarily a HRM issue, is the one of the respect of human rights, working environment and work – life balance. CIPD declares that the “good” employer has to promote policies of diversity and work-life balance. Also the “good” employer should promote a learning environment and build trust inside the organization. Coco-Mat states in it’s vision that one of the main goals is to give equal chances to everybody irrespective of their religion, nationality, color or physical disability. Truly Coco-Mat is one of the companies that employs people with “special skills” and in general people considered as minorities. Also they offer a variety of benefits including health insurance beyond the legal requirement and special working terms for their employees with needs. Training is also provided according to the needs of each department and each employee.
A final and very common practice is the creation of a Code of Conduct. In Coco-Mat that code is part of the core values and the vision of the company. CIPD proposes that codes of conduct should be developed by the legal department in collaboration with the HR and the promotion of the Public Relations department. Winstanley and Woodall (2000) argue that “code of conduct do not go very far towards raising ethical sensitivity and awareness. Although useful in addressing routine problems, they are not helpful in dealing with exceptional and unusual cases typical of ethical dilemmas”. Epstein (2007) notes that codes coming from international bodies such as European Commission, are a good way to provide some primary values to companies and industries that are less developed or acting in a less developed country, and typically paid little attention to issues of socially responsible business behavior. Ending Barrett (2009) raises the attention that if a company does not have a code of conduct or does not have a business code or verification (like ISO) doesn’t mean that is tend to abuse child labor or force people to work. There should be attention to how we make assumptions, especially for a field such CSR that qualification, measurement and verification is still in progress and raises many arguments.
结论---Conclusion
Although CSR is not a new subject in the business field, still raises many arguments and many different approaches exists. Especially when we have to connect CSR with the theory of Business Ethics, we come up against fundamental problems of the modern market, such as which is the purpose of a company and what obligations has towards the society and its stakeholders.
Despite of these problems there is a “CSR movement” that drives organizations and international bodies to do more research and study more about CSR. One of the approaches is that CSR has great ally inside every organization, the HR department. And that is so, because the HRM is by definition dealing with people, and where people exist, ethical problems are raised. HRM has developed tools to implement CSR and also to have some “profit” from its implementation.
Concluding a very interesting point of view is the one by Mees and Bonham: “If employees are not engaged, CSR becomes an exercise in public relations. The credibility of an organization will become damaged when it becomes evident that the company in not “walking the talk”.
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