دانلود رایگان مقاله لاتین مسئولیت اجتماعی شرکت از سایت الزویر
عنوان فارسی مقاله:
مسئولیت اجتماعی شرکت و داوطلب گرایی کارمند: بهترین کار برای شرکت کدام است؟
عنوان انگلیسی مقاله:
Corporate social responsibility and employee volunteerism: What do the best companies do?
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بخشی از مقاله انگلیسی :
Understanding the motivations and attitudes behind volunteerism is integral to sustaining an organizational culture conducive to CSR engagement. At the employee level, motivations found for volunteering include altruism, meaningfulness, organizational citizenship, role variety, relational and social task characteristics, networking, and personal reasons. One motive, altruism, was noted as significant by more than 50% of the participants in a study conducted by Pajo and Lee (2011). Similarly, Peloza and Hassay (2006) found that volunteerism is motivated by one or more of three main desires: to help one’s employer, to help others, and to help oneself. The attitudes and motivations toward CSR are especially evident in the Millennial Generation, 322 C.S. Cycyota et al. defined as the population born between 1980 and 2000 (McGlone et al., 2011). The Cone 2006 Millennial Case Study revealed that 61% of Millennials feel personally responsible for making a difference in the world, and the majority (79%) want to work for a company that cares about how it contributes to society. In fact, 69% of Millennials would refuse to work for a company that is not socially responsible (Cone, 2008). The very act of corporations communicating how CSR is linked to an organization’s strategic plan impacts its ability to attract and keep members of the Millennial Generation as employees. McGlone et al. (2011) found students are more likely to want to work for a company after hearing its top executives discuss how the firm integrated CSR into its strategic plan compared to their desire to do so before the presentation of this information. Peloza, Hudson, and Hassay (2009) found that employees’ egoistic and organizational citizenship behavior motives, as well as their attitudes toward volunteerism, were all positively related to employees’ attitudes toward participation in volunteer activities. The impact of acquiring skills through volunteerism activities has been shown to spill over into the employee’s perception of his or her organizational job. Booth, Park, and Glomb (2009) determined that volunteer hours predict employee perceptions of skill acquisition, and such perceptions are positively related to perceptions of job success and employer recognition. In fact, an employee who reports the acquisition of a skill increases the likelihood of that report being recognized by the employer by 12%, and it also increases the likelihood of the employee feeling successful on the job by 43% (Booth et al., 2009). In addition, for every additional 100 volunteer hours, they found that the number of reported skills acquired increased by 17%. Depleted task, social, and knowledge characteristics of jobs are a reality in many organizations, but volunteer project characteristics can compensate for these depleted job characteristics. Employee volunteer activities can be approached as a substitute for enriched jobs (Grant, 2012). Firms also reap the benefit of the new skills acquired by volunteers during volunteering opportunities. Research shows that employees’ hours of volunteering are positively related to an increase in skills acquired from those experiences (Booth et al., 2009), which employees can then reinvest in their regular work role. Other benefits of organizational volunteerism for the firm include increased efficiencies and morale/team building (Peloza & Hassay, 2006). In short, employees’ positive feelings (such as those related to recognition, success in the job, job enrichment, efficiency, and morale building) directly impact
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