Towards a configuration of socially responsible human resource management policies and practices: findings from an academic consensus

Abstract

The integration of socially responsible behaviour has become a strategic priority for companies in recent years. Academic contributions that merge the fields of corporate social responsibility (CSR) and human resource management (HRM) have been expanding, demonstrating a broad sweep of benefits reflected in greater levels of commitment, motivation, and performance by employees. However, little has been clarified about what academics and business management understand to be a configuration of socially responsible human resource management (SR-HRM) practices. This paper aims to define and provide an initial academic approximation of a set of socially responsible human resource practices. In order to accomplish this objective, a content analysis was conducted based on a review of the literature, CSR reports, and international CSR standards such as the Global Reporting Initiative and ISO 26000. The theoretical findings were supported by a panel of experts who inspected them over three rounds of reviews. The sample for the study was created by consulting the academic literature, strengthened by the input from the panel of experts. The results show an academic consensus of 80%, and support the existence of a valid configuration of 8 socially responsible human resource policies divided into 32 practices.     

Extending beyond borders: Multinational companies and the international management of labour

The paper investigates the potential consequences of MNCs' globalizing strategies for the management of labour, drawing on findings from a survey of employee management among MNCs operating in the UK. It finds clear evidence of transnational forms of management organization, including in the personnel sphere. But it also underlines that moves to globalism are uneven. Structures and policies to develop international management teams were found primarily among certain types of MNC. Most striking was the extent to which MNCs are actively engaged in the management of non-managerial employees at international level. Seven out of every ten companies monitored labour performance across sites in different countries. The broader significance of this finding lies in the business decisions which flow from the use of such information. As MNCs develop continental production strategies, pressures on local workforces, keen to attract future investment, for performance improvements are likely to intensify. These developments pose considerable challenges for labour which remains primarily local and national in its organizational focus.     

Human resource management and cultural diversity: a case study in Mozambique

A limited number of studies in Africa have reconciled human resource management (HRM) programs with cultural diversity as represented by Hofstede's cultural dimensions. The objective of this study is to examine how Western-based HRM can be modified to embrace cultural diversity in an African context. A mixed methodology employed a survey, as well as a case study in Mozambique. The results indicate high levels of power distance, collectivism, uncertainty avoidance, and feminism that are very similar to Kenya. These dimensions differed across a spectrum of employee levels illustrating cultural hybridization at firm level in a multinational operating in Africa. The results also illustrate the importance of a range of health, family, and societal beliefs in the workplace. Finally, a series of HRM recommendations were developed in an African context with respect to the selection, training, performance measurement, and management programs of the company.     

Social responsibility paradox of small business human resource management practices

This article investigates social responsibility (SR) and human resources management practices focused on internal stakeholders, namely employees, in a context of small business. SR is defined as ‘obligations to constituent groups in society other than stockholders and beyond that prescribed by law and union contract’ Jones (1980, pp. 59–60). Numerous studies have addressed the economic significance and effects of small business but contributions to HR within small businesses have remained relatively unexplored in contemporary SR literature. A case research methodology employing theoretical replication was used to select 10 small businesses across industry sectors. These were chosen with the assistance of the Hunter Business Chamber, Australia. A semi-structured face-to-face interview with the owner of the business who also functioned as the manager was undertaken using a research instrument comprising eight qualitative and open-ended questions. The questions specifically addressed the small business owner's HR priorities, motivations, and financial contribution to SR. This research is designed to fill a gap that exists in the literature and can be considered innovative and timely given the growing interest by society in SR. The principal objective of this research is to broaden the understanding of small business by addressing the research problem: ‘Are human resource management practices of small businesses socially responsibility or market driven?’     

Human resource management and innovation in the Canary Islands: an ultra-peripheral region of the European Union

This study attempts to answer the question about how firms in an ultra-peripheral region innovate to compete in a global market when they often seem not to have the basic conditions to innovate identified in the literature. On that line, and based on the notion that firms in ultra-peripheral regions must recognise the value of their human capital in order to overcome the limitations typical of their social and geographical context, this research aimed to analyse the relationship between the human resource (HR) policy and innovation in an ultra-peripheral region of the European Union, namely the Canary Islands. The objective of this study is to identify the HR-related internal factors that can affect the innovation capability of firms. In particular, this paper considers the HR management policy, the formalisation of that policy in an HR plan, and job stability. To achieve this goal, an empirical study of 157 Canarian firms was carried out and arrived at the conclusion that high commitment human resource management (HRM) has a positive influence on organisational innovation in processes. The results also show that the formalisation of the HR policy in a plan, and job stability also increases innovation in processes.     

Theoretical implications from the case of performance-based human resource management practices in Japan: management fashion,institutionalization and strategic human resource management perspectives

In Japan, a new type of human resource management (HRM) practices called ‘performance-based HRM practices’ (seika-shugi in Japanese) emerged in the 1990s, and has been adopted by many Japanese firms. In this paper, I illustrate how these type of practices emerged as a management fashion, diffused across a large number of Japanese firms, and became institutionalized in the Japanese business context; and discuss the relationship between performance-based HRM practices and firm performance. This illustration is used to develop a theoretical framework to better understand the relationship between HRM practices and firm performance by integrating theories of management fashions, institutionalization and strategic HRM. Suggestions for future research are also discussed.     

The role of cultural values on a firm's strategic human resource management development: a comparative case study of Spanish firms in China

This paper attempts to better understand the role of cultural values as a human resource contributor to a firm's strategic development. Comparative case studies of two Spanish subsidiaries in China were made using on-site, in-depth qualitative research in both Spain and China. We then examine how this difference in management affects the firm's overall strategic development and, hence, its performance. The results of the study suggest that cultural values, as a human resource contributor, do indeed affect a firm's overall strategic development and, hence, the firm's resulting success or failure. Throughout the paper, the management by values (MBV) framework is used as a lens to further examine and better understand this process.     

Engaging workers in resource-poor environments: the case of social enterprise in Vietnam

Abstract

How do social enterprises acquire and retain employees in resource-poor environments? This paper presents findings from a study examining human resource management (HRM) practices in transitional economy social enterprises, where research on HRM remains underexplored. Drawing on social exchange theory and employing a multiple-case study design, we examine the ways in which four well-established social enterprises in Vietnam use high-involvement work practices (HIWPs) to acquire, retain and support the performance of workers. The findings suggest that HIWPs increase the social exchange value of social enterprise employment but raise questions about business sustainability. We identify evidence of a unique bundle of HIWPs, which comprise four dimensions of the original model: information, knowledge, power, and rewards, and one new dimension, namely family-building practices.     

从企业社会责任到企业公民——新时代的企业竞争力

企业公民是企业与社会和政府的一种新型契约。本文在澄清了企业社会责任和企业公民的含义及其内在联系的基础上,利用利益相关者理论,指出作为企业公民自觉承担社会责任将获得新的竞争力。在文章最后作者还对中国企业公民的现状和前景作了简要分析。     

Human resource management in Asian subsidiaries: comparison of French and Japanese MNCs

European and Japanese multinational corporations (MNCs) have expanded their activities in Asia, usually through massive mobilization of various human resources from head offices, whether expatriated or on short-term assignments, and a reliance on diverse categories of local employees. Because expatriation is costly, difficult and often limited in its results, MNCs have developed localization strategies for management positions to support their regional development. This contribution addresses such a scenario by comparing Japanese and French MNCs in eight Asian countries, based on 53 interviews across subsidiaries of 17 MNCs. We find that Japanese MNCs have not localized management positions as much as French MNCs, but they have grown more willing to do so. To compensate for the lack of local capabilities without sending more expatriates, both French and Japanese MNCs frequently send experts on short-term assignments. Finally, though human resource practices vary widely across countries, even for a given MNC, some harmonizing principles have been introduced to regional HRM strategies recently.     

The Asian crisis and the implications for human resource management in Vietnam

Vietnam has experienced substantial economic growth since the mid-1980s when economic reform (doi moi) started. However, the Asian crisis had some negative impacts on the Vietnamese economy. Both the external environment and internal competition added more pressure on companies to speed up organizational reform. Transforming the old personnel management into new flexible human resource management system is one of the central reform agendas among companies in order to survive the market competition. This research analyses the nature of the changes in the area of human resource management under the influence of market-oriented reform that puts emphases on flexibility and competitiveness in the new millennium.     

社会责任视角下的企业核心竞争力提升

为适应日益激烈的市场竞争,企业必须不断提升核心竞争力。企业社会责任包括企业的经济责任、环境责任、企业与利益相关者的责任等。企业社会责任也是企业核心竞争力的要素之一,强化企业社会责任,积极承担社会责任,对于提升企业核心竞争力有着重要的战略意义。     

Extending the Boundaries: An Assessment of the Integration of Extended Producer Responsibility Within Corporate Social Responsibility

The paper examines how extended producer responsibility (EPR) as an environmental policy approach and, more broadly, product management strategies are characterized within corporate social responsibility (CSR). The author summarizes the key concepts and arguments for sustainable product management strategies with an emphasis on the collection of discarded products at end of life, and identifies primary tools for recognizing and advancing product management strategies within CSR such as sustainability reporting and product standard and certification programs. The article analyzes 121 CSR reports for references to EPR and, more broadly, end‐of‐life management strategies for discarded products. It concludes with recommendations as to how CSR practices can more effectively recognize product management strategies as well as how EPR policy can be enhanced to further embed product end‐of‐life management strategies and activities within the CSR activities of firms. Copyright © 2015 John Wiley & Sons, Ltd and ERP Environment     

Approaches and perspectives in social and environmental accounting: an overview of the conceptual landscape

In recent years there has been a marked resurgence of interest in the areas of corporate social responsibility (CSR) and social and environmental accounting (SEA) among business, governments, public policymakers, investors, unions, environmentalists and others. While at one level there appears to be widespread agreement that CSR and SEA are worthy topics of attention, different groups have very different understandings of these fields. This article provides an analysis of these differences by comparing three broad approaches to SEA: the business case, stakeholder‐accountability and critical theory approaches. It also responds to concerns a number of commentators have expressed regarding the current dominance of ‘business case’ perspectives. While not seeking to impose on readers a ‘correct’ way of viewing SEA and CSR, exposure to competing perspectives is viewed as one way of challenging us to think more reflectively about the frames available to us and their implications for the social realities we construct, embed or seek to change. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment.     

农业行政管理部门人力资源管理现状及分析

农业行政管理部门人力资源管理直接影响到"三农"工作的推进,文章从人力资源管理意识、规划与配置、人力资源获取与激励机制以及人力资源开发等4个方面分析了农业行政管理部门中人力资源管理的现状及存在问题,并提出了相应的改进措施。     

A cross‐cultural examination of the relationships among human resource management practices and organisational commitment: an institutional collectivism perspective

Previous research has shown that human resource management (HRM) practices vary across cultures. However, little research has empirically compared the effects of various HRM practices on firm‐level or individual‐level outcome variables across cultures. Drawing upon psychological contract theory and the literature on cultural values, the present study examined the effects of three organisational‐level HRM practices on individual organisational commitment in a survey of 2424 individuals in 120 organisations located in four countries and three industries. Based upon the GLOBE study, we classified the four countries into two groups – high versus low institutional collectivism. The results of our hierarchical linear modelling (HLM) analyses found significant differences in the effects of organisational‐level HRM on individual organisational commitment across cultures for two of the three HRM practices included in our model: training and teamwork. We also found partial support for differences across cultures for the effects of the third HRM practice: employee involvement in decision making. Overall, our results support the utility of theoretical and empirical models that address multiple levels of analyses to better understand the mechanisms through which the HRM‐performance link takes place across national cultures.     

Aligning labour disputes with institutional,cultural and rational approach: evidence from East Asian-invested enterprises in China

This study examines the underlying critical factors, such as the institutional arrangements, working conditions, workforce composition, expatriate managers, and managerial style which influence the labour disputes in the East Asian-invested enterprises (EAIEs) in China. Throughout the process, we can determine which factors should be changed for better human resource management (HRM) practices. This research incorporates the survey data collected from the managers and factory workers working at 30 different firms invested from Taiwan, Korea, Hong Kong and Japan in the coastal cities from 2000 to 2001.

The results or findings demonstrate that the long work hours and less regulative managerial styles have significant and positive effects on the number of the labour disputes in the Hong Kong owned firms. Among the firms owned by Taiwan, the long work hours and their authoritarian managerial style have significant effects on the frequency of the labour disputes, while the lack of unionization has a diminishing effect on the labour disputes. The firms owned by Korea, on the other hand, often encounter frequent collective actions, organized by homogeneous local workforces and supported by the relatively high numbers of trade unions. Responding to the relatively strict enforcement of the labour laws and the institutional arrangements of the local governments in northern China, the firms owned by Korea tend to adopt the less regulative and less authoritarian managerial styles. Lastly, the firms owned by Japan experience the lowest number of the labour disputes when compared to their counterparts. The observance of the legal work hours and the regulative managerial style displays a significantly diminishing effect on the number of the labour disputes, although the higher level of institutionalization of the labour relations such as higher setting-up of trade unions somewhat positively contributes to the frequency of the labour disputes.

From the theoretical perspective, our exploratory model seems to exhibit the stronger explanatory ability when the institutional, cultural, and rational factors are taken into consideration. From the institutional perspective, it is imperative for local governments to reinforce the institutional arrangements through effective supervision and enforcement of the labour regulations and legislation. From the cultural perspective, foreign investors should enhance their inter-cultural understanding and localization to diminish the industrial conflicts in the workplaces in China. From the rational perspective, foreign-investors will face more labour disputes than they had before, if harsh working conditions, such as extension of the working hours, are enforced. It is also imperative for the workers to understand their rights and empower themselves to improve their working conditions.     

Social capital and human resource management in international joint ventures in Vietnam: a perspective from a transitional economy

This study highlights the importance of social capital in international joint ventures (IJVs), and examines human resource practices as a factor shaping such social capital. Comprehensive measures of social capital are developed and tested, which extend prior work on ‘bonding’ and ‘bridging’ social capital. We also link social capital with its anticipated antecedents and consequences. The study's findings are based on data collected from 164 IJVs located in Vietnam. IJV performance was predicted by training and by the level of trust and cooperation between foreign and local personnel. Training (including acquisition of management skills, technology, and cross-cultural understanding) also was predictive of the measures of social capital. A key practical implication arising from this study is that the return on investment from training of joint venture personnel can stem not only from the transfer of technical and management skills needed for developing competitive advantage, but also from the positive impact on social capital, which further contributes to venture success. The establishment of written objectives and plans for the venture, as well as the IJV's level of control regarding its own HR functions also was found to be related to some components of social capital. The findings of this study reinforce the call to build on the contributions of local personnel in joint ventures, and in Vietnam in particular.     

Fairness in human resource management,social exchange relationships,and citizenship behavior: testing linkages of the target similarity model among nurses in the United States

The current study tests key linkages of the target similarity model by examining relationships among multifoci justice, social exchange, and supervisor ratings of employee citizenship behavior. We found support for the model when examining three different workplace targets simultaneously (i.e., the organization as a whole, supervisors, and workgroup members) using a sample of hospital nurses in the United States. Specifically, we found that: (1) employee perceptions of workgroup fairness, supervisor fairness, and organizational fairness differentially and positively predicted perceived workgroup support (PGS), perceived supervisor support (PSS), and perceived organizational support (POS), respectively and (2) PGS, PSS, and POS differentially and positively predicted citizenship behavior toward the workgroup, toward the supervisor, and toward the organization, respectively. Theoretical and practical implications for the strategic management of human resources are discussed, as are limitations of the study and suggestions for future research.     

Corporate implementation of socially controversial CSR initiatives: Implications for human resource management

An organization's success in recruiting, selecting, and retaining employees can be attributed, in part, to reactions to a firm's CSR activities. Today, organizations appear to be more frequently pursuing CSR initiatives that are related to social issues. Unlike CSR initiatives which are unrelated to social issues, those that are attached to social causes are more likely to be perceived as controversial. Consequently, how individuals view such actions can impact their perceptions of the firm and may lead to changes in individual behavior. Grounding this work in social identity theory, we explore the effect controversial CSR actions can have on HRM functions. The goal of this effort is to explore and delineate how this shift in CSR may alter the nature of the CSR-HRM relationship and to examine the potential implications for HRM practice. Future directions for research and HRM practice are discussed.