Corporate Social Responsiblity and Human Resource ManagementTools Perugu, E.R (2011) Corporate Social Responsiblity and Human Resource Management. [Dissertation (University of Nottingham only)] (Unpublished)
AbstractIn Today‘s corporate world, Corporate Social Responsibility should be more than the effect of considering the environment. Previous research, for the same, has contributed a gap with no specific bundle of practices for Internal Corporate Social Responsibility which provided an enough space for the research. On the flipside, global Human Resources Management has adopted the best practices which provide mutual benefits for employers and employees. As the mutual benefits are numerous this paper considers employees organizational commitment as one among them. The key findings of this paper includes that training, comparative contingency high pay are positively influences the affective commitment. Other findings include 1) Affective commitment is positively influenced by gender, extensive training and incentives. 2) Continuance commitment is positively influenced by employee security, Extensive training and Incentives but negatively affected by selective hiring. 3) Normative commitment is positively impacted by employee security, training and incentives. 4) Important finding is the bundles of all these practices are positively and perfectly significant with affective commitment. This proves the emotional bondage between the employees and organization. By this evidence I suggest CSR internal practices can adopt these practices
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