企业内部社会责任在激励员工中的作用大学毕业论文外文文献翻译及原文.docx
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企业内部社会责任在激励员工中的作用大学毕业论文外文文献翻译及原文.docx
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企业内部社会责任在激励员工中的作用大学毕业论文外文文献翻译及原文
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企业内部社会责任在激励员工中的作用
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2017.02.14
TheRoleofInternalCorporateSocialResponsibilityEffortsinRetainingEmployees
HuangMingPeng1,XianJingLi2
(1GuanghuaSchoolofManagement,PekingUniversity,Beijing100871)
(2GuanghuaSchoolofManagement,PekingUniversity,Beijing100871)
Abstract:
Thisstudyadoptedaninternalperspectivetoexplorehowcorporatesocialresponsibility(CSR)effortcanpromotefirmperformance.Specifically,webuiltamodelthatexaminestheimpactoffirms‟internalCSReffortonemployees‟turnoverintentionattheindividuallevel.Weproposedthatfirms‟internalCSReffortcanaffectemployees‟attitudeswhich,inturn,leadtolowerturnoverintention,andthusaffectfirmperformance.Weanalyzeddatafrom1007employeesin171companiesinSouthChina.Resultsrevealthatfirms‟internalCSReffortshavenegativeeffectonemployees‟turnoverintention.Wealsofoundthattheeffectisfullymediatedbyemployeejobsatisfaction.Onthebasisofthesefindings,thestudyarguesthatengagingininternalCSReffortcanbeaneffectivewaytoretainemployeesandthuspromotecorporateperformance.
Keywords:
internalcorporatesocialresponsibility,jobsatisfaction,turnoverintention
INTRODUCTION
CorporateSocialResponsibility(CSR)hasreceivedincreasingattentioninthepasttwodecadesasevidencedbythespecialtopicforumdevotedtothetopicintheAcademyofManagementReview(2007).TherehavebeensubstantivestudiesonthefactorsthatencouragecorporatismtoengageinCSRinitiatives(Bhattacharya,Sen,&Korschun,2008).Amongthiskindofstudies,therehasbeenalong-runningdebate(Margolis&Walsh,2003;McWilliams&Siegel,2000;Roman,Hayibor,&Agle,1999;Ullmann,1985;Wood&Jones,1993)aboutwhetheritisinanorganization‟sfinancialbestinteresttoengageinCSRactivities.Orlitzky,Schmidt,andRynes(2003)providea“breakthrough”tothisdebatewithmeta-analyticevidenceshowingasignificantpositiveeffectofcorporatesocial/environmentalperformanceoncorporatefinancialperformance.LargeamountofstudieshavealsobeendoneonexploringtheconsequencesofconductingCSRactivities.Forexample,atthemacrolevel,CSRinitiativeshavebeenfoundtobeakeysuccessfactorandtoprovideasustainablecompetitiveadvantageforcompanies(Godfrey,Merrill,&Hansen,2009;Lichtenstein,Drumwright,&Braig,2004);atthemicrolevel,scholarshavefoundsupportforthatperceptionofCSRactivitieshaspositiveimpactoncustomersatisfactionandfavorablecustomerevaluations(Brown&Dacin,1997;Luo&Bhattacharya,2006;Sen&Bhattacharya,2001).
AlthoughtheextantliteratureisveryhelpfulforustounderstandwhatCSRis,whatitsantecedentsandpotentialconsequencesacrossdifferentlevelsare.ThereareseverallimitationsthatneededtobeovercomeforabetterunderstandingaboutCSR.
First,CSRactivitiescanbecategorizedasinternalorexternal,accordingtothetypeofstakeholdersthefirmintendstosatisfy.Specifically,externalCSRactivitiesintendstorespondtotheinterestsofshareholderssuchasshareholdersorthegovernment,whileinternalCSRactivitiesinvolveemployees‟welfareandbusinessethics(e.g.,in-houseeducation,andvocationaltraining,justice)(Welford,2005).Extantstudieshavelargelyfocusedonthesocialimpactofsocialenterprisesonthecommunitiestheyserve,plusexternalstakeholderresponsibilities.Muchlessattentionhasbeenattractedtointernalsocialresponsibility(i.e.howcorporateshouldtreattheiremployees).
Secondly,despitetheirimportance,theeffectivenessofCSRactivitiesoninternalstakeholders(i.e.theemployees)hasremainedlargelyneglected(Larson,Flaherty,Zablah,Brown,&Wiener,2008).Forexample,BerkleyandWatson(2009)commentedthattheemployeeisoneofthemostimportantstakeholdersthatorganizationsneedtoface,yettheseindividualshavebeenconsistentlyignoredwhenconsideringthescopeofethicaldecisions.TheinfluenceofCSRperformanceoninternalstakeholdersisgainingincreasingattentionfrombothmarketingandmanagementresearchers(e.g.Berger,Cunningham,&Drumwright,2006;Brammer,Millington,&Rayton,2007;Collier&Esteban,2007;Larson,etal.,2008;Rodrigo&Arenas,2008;Rupp,Ganapathi,Aguilera,&Williams,2006).TheexistingliteraturesuggeststhatCSRinitiativescanbebroadlyunderstoodfromanemployee‟sperspective(Rodrigo&Arenas,2008).
Thirdly,CSRhasgenerallybeenreferredtoasamacro-levelactivitythathasmacrolevelconsequences(Orlitzky,etal.,2003),andasaresult,ithasreceivedscantattentionwithinthemicroorganizationalbehaviorliterature.Ruppetal(2006)arguethatasmembersoftheorganization,“individualemployeesareconcernedabout,contributeto,andreacttoanorganization’sevolvingsocialconsciousness,andthereforeCSRshouldbeatopicofinteresttoars”.Theyfurtherarguethatemployeeswillmakejudgmentsabouttheiremployingorganization’sCSRefforts,andtheseperceptionscanprovideevidenceregardingthefulfillmentofpsychologicalneeds.Therefore,it’sreasonabletoarguethatorganizationCSReffortscanaffectemployees‟attitudesandsubsequentworkbehaviors.
Tosummarize,nowthatthepositivelinkbetweenCSRandcorporatefinancialperformancehasbeengenerallyconfirmed,thefocusofthisfieldisnolongerwhetherCSRworksbut,rather,howfirmCSReffortsworktoenhancecorporatefinancialperformance.Itisherethatourpaperintendstocontribute.TurbanandGreening(1997)arguedthatCSRactivitiesmaygeneratefirmfinancialperformancethroughenhancingtheexchangerelationshipsbetweenfirmsandtheircustomersandemployees.Inlinewiththisargument,weproposedamodelthatexaminesmicrolevelimpactoffirms‟CSRefforts.Inthismodel,wefocusoninternalCSReffortsanditsimpactoninternalorganizationmembers.Specifically,ourmodeldescribeshowfirms‟internalCSRactivitiesimpactoneoffirms‟mostimportantinternalstakeholders,thatis,theemployees‟attitudespositively,whichinturnleadstohigherintentiontostayinthefirm,whichinturnmaypromotesfinancialperformance.Specifically,inthepresentstudy,weproposethatcorporatistCSReffortperceivedbyemployeeswillhavepositiveeffectonemployeejobsatisfaction.Wefurtherarguethatjobsatisfactionactivatedbyfirms‟internalCSRactivitieswouldleadtolowerturnoverintention.OurmodelcontributestotheexistingorganizationalliteraturemainlybyadoptinganinternalperspectivetoviewcorporateCSRactivityandbybothemphasizingtheimportanceofinternalCSRactivitiesandproposingapotentialmechanismthroughwhichfirm-levelCSRactivitiescanaffectindividual-levelemployeeworkoutcome,i.e.,employees‟turnoverintention.
LITERATUREREVIEWANDHYPOTHESIS
InternalCorporateSocialResponsibility
AlthoughsubstantivestudieshavebeendoneonCSRandrelatedconcepts,definingCSRisnoteasy(Matten&Moon,2008).AsJohn(2007)commented,CSRitselfisafairlynewconceptintheworldandhasdifferentlocalmeanings.Thesedifferentlocalmeaningsareonlynowbeginningtodiffuseinternationally,yethavenotcongealedinasinglecommonlyaccepteddefinition.Inthepresentstudy,basedonJohn(2007),wedefineinternalCSRasmeasuresofhowthecorporationtreatsitsemployeeswithrespecttowages,justice,communication,andlevelsofworkplacesafetyandcomfort.FirmsthatputlotsofeffortsoninternalCSRwouldtryhardtoimprovetheworkingconditionsfortheiremployees.Specifically,theywouldmaketheworkenvironmentsaferandmorecomfortable,improvebothproceduralanddistributivejusticewhendesigningtheirappraisalsystem,communicatemorewiththeiremployeesandcareabouttheirwell-being.
Further,inlinewithpriorresearch,wedefineemployeesasthenon-managementworkforcebecausetheyarelesslikelytobeinvolvedindevelopingandimplementingCSRpolicy,andmorelikelytoevaluateandreacttotheorganizationsCSRefforts(Rupp,etal.,2006).
InternalCSREffortandEmployeeTurnoverIntention
Withafewexceptions,theextantliteraturehaspaidlittleattentiononthepossibleimpactofCSReffortsonemployees‟workoutcomessuchasjobperformanceandturnoverintention.Therelationshipbetweenemployeeandtheirorganizationhasoftenbeendescribedasakindofsocialexchange.
socialexchangeisdescribedasentailingunspecifiedobligations,inwhichonesidedoestheotherafavorwithanexpectationofsomefuturereturn(Blau,1964).Underlyingsocialexchangeisthenormofreciprocity,whichobligatesindividualstorespondpositivelytofavorabletreatmentreceivedfromothers(Blau,1964;Gouldner,1960).Socialexchangetheoryhasoftenbeenadoptedasthetheoreticalfoundationforunderstandingrelationshipsbetweenindividualsandtheirorganizations.Accordingtoputtingeffortsonimprovingtthistheory,employeeswhoperceivethattheirbelongingfirmisheirworkconditionsandenvironments,thattheirfirmdoescarefortheirwelfare,wouldfeelanobligationtoreciprocate.Consequently,it’sreasonabletoarguethattheywouldputmoreeffortsintotheirjobwhichwouldleadtohigherin-rolejobperformance,andthattheywouldbelesslikelytoquittheirjobasquittingmay“hurt”thefirm.
Furthermore,sincetheyperceivethatthefirmisputtingeffortsonimprovingtheirworkingconditions,theywouldhaveapositiveexpectationabouttheirfutureinthefirm(i.e.thefirmisgettingbett
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