MBA专业留学生essay范文指导：试论企业责任
10-25, 2014
本文的目的是衡量员工的组织承诺，提供罗马尼亚组织企业社会责任的案例(CSR)。本文研究报道从四个罗马尼亚组织中选取案例，关注员工组织承诺的研究使用数据。在这种背景下,企业社会责任和人权将交织在组织承诺之中,这将有助于建立组织的战略重点。企业社会责任和组织之间的关系意味着要建立灵活的企业社会责任战略模型,要考虑到员工的承诺和他们对组织的忠诚度。因此,在人力资源层面,误解的原则和企业社会责任的标准可以让人产生成硬的感觉,缺乏动力、甚至混乱,组织需要创造力要时刻和员工的承诺联系在一起。在本文中,我们使用了定量和定性的方法研究爱马仕国际项目的研究中。
The aim of this paper is to measure the organizational commitment of the employees from the Romanian organizations in relation with a set of values of corporate social responsibility (CSR). The research reported in this paper focused on a study of the organizational commitment of the employees using data from four Romanian organizations. In this context, corporate social responsibility and human rights will interweave in the analysis of organizational commitment and will contribute to the establishment of strategic priorities of the organizations. The relationship between CSR and organization implies a flexible model of strategic CSR that takes into consideration the employees’ commitment and their loyalty to the organization. Consequently, at the human resources level, misunderstanding the principles and the standards of the CSR can generate hard feelings, lack of motivation, and even confusion, in the moments in which the organization would need creativity and total commitment from their employees. In this article we used a quantitative and the qualitative methodology based on the research of the HeRmes international project.
Corporate Social Responsibility (CSR) is a phenomenon which due to the pressure of the stakeholders (Burlea Schiopoiu, 2007a), continues to have a strong resonance both in the economic and in the political environment.
The degree of promoting CSR relies on the level of economic development of a country. Therefore, developed countries such as the USA, France, Canada, Great Britain, Germany have made clear a series of legal and institutional mechanisms to promote CSR, while the developing countries as for example Romania is still uncertain about the basic concepts and principles of CSR.
It is not easy for any organization to maintain the costs at a lower level, to increase the quality of the products, to improve the services provided for the customers and to release very quickly the new products on the market. That is why in order to deal with this problems, the organization has to modify the competitive strategy by taking into account the CSR benefits.
The new strategy needs a change both in the structures and in the mentalities of the managers who are leading the business. Thus, the managers have the possibility to exploit their talents and imagination both for themselves and for the advantage of the organization. (Albinger & Freeman, 2000, Burlea Schiopoiu, 2008).
The strategy of promoting CSR involves the permanent exchange of information between the managers, shareholders and stakeholders, which leads to the decentralization of the decision and to the accomplishment of a flexible organizational structure. The efficiency of the promotion policies for CSR depends on the quality of the interaction of the organization with the external environment and on the stability of the retroactive system which allows the experiencing of new ideas, taking risks and the right to error.
Carrying out the strategy of promoting CSR also involves the mobilization of the employees and the evaluation of the results in a close connection with the general strategy of the organization, taking into account the following:
* the involvement of all employees;
* observance of the values and of the organizational culture as well as the rhythm of change;
* real actions of promoting CSR.
In order to determine as precise as possible the role of the principles of social responsibility in elaborating a strategic analysis, one has to understand and analyze the levels of decision from an organization in strong correlation with the responsibilities and the competencies of the managers. (Wood, 1991).
The coherence between the levels of decision is provided by the decisive interfaces (between: political and strategic; strategic and tactic; tactic and operational) and their role is to adjust and to guide the informational circuits.
Each strategic step has to rely on a series of pertinent questions, where the answer may lead to viable solutions for the problems with which the organization is confronting, as it follows:
What is social responsibility for the organization?
Do we have clear accomplishments in this field?
What kind of social responsibility strategy do we promote?
In what ways do we accomplish what we have proposed?
What type of effects do we expect to get by applying this strategy?
The analysis of the promotion and knowledge stage of CSR in Romanian organizations has been accomplished with the help of the international project - HeRmeS-R funded by the European Union “Transfer skills and innovation to lead to the development of vocational training in business policies and procedures. Human Resources integrating social responsibility – HeRmeS-R project” (grant LLP-LdV-TOI-2007-FR-038)
THE RELATIONSHIP BETWEEN ORGANIZATIONAL COMMITMENT OF THE EMPLOYEES AND CSR VALUES
Many specialists have paid a real attention to the study of organizational commitment along the time, considering it both a complex syntagm which cannot be represented through a mono-factorial model (Bennet & Durkin, 2000), and a driving force which develops the performance of an organization (Sulliman & Iles, 2000, p. 408).
Allen and Meyer (1990) argued that are three types of commitment: affective, continuance and normative.
Affective commitment reflects an employee’s emotional attachment to, identification with, and involvement in an organization (Buchanan, 1974; Legge, 1995; Mowday & all., 1982; Porter & all., 1974). Employees have a desire to do so, due to a mutual engagement between themselves and their organization.
Continuance commitment is related to the costs and benefits associated with staying or leaving an organization (Wiener &Vardi, 1980; Allen & Meyer, 1990).
Normative commitment reflects the view of the employee, a duty or an obligation to stay with an organization (Paré & Tremblay, 2007).
The reference literature presents more approaches on CSR related to organizational commitment in different social, cultural and technical contexts (Armstrong, 1997; Beardwell et Holden, 1996; Burlea Schiopoiu, 2007b; Pfeffer, 1998; Torrington & Hall, 1998).
The CSR principles and practices may be considered strategic variables used to develop the organizational commitment of the employees by earning the trust of the stakeholders. (Hosmer, 1995; Sternberg, 2000; Wicks & all., 1999).
Even though the simultaneous promotion has the role to increase the trust and the loyalty on the two levels of the commitment and to develop strategies related to CSR which integrates the employer’s and the employee’s interests, one has to distinguish between the commitment of the employees and the commitment of the stakeholders.
Guest and Peccei (2001) call the ‘hybrid perspective’ the process of maximizing the links between the individual and the organization and of generating high levels of satisfaction, commitment and loyalty among the employees.
The relationship between corporate social responsibility and organization implies a flexible model of strategic CSR, model that takes into consideration the employees’ commitment and their loyalty to the organization. Strategic CSR has strong influences on the three types of commitment (affective, normative, and continuance) and it is influenced by the particularities of the individuals, organization and of the environment (figure 1).
The organization is an entity which one hand consists of customs, values, norms, rules, sociological tendencies, and on the other hand it creates norms, values, rules, submitting them to the formal and informal laws which act in and for the environment in which they carry out their activity.
Consequently, the action of the organization is based on a set of rationalized patterns, cultural models and schemes - which leads to the definition of the social entity. Strategic corporate social responsibility can generate institutional changes which require an endogenous character produced by shareholders and employees or an exogenous character produced by stakeholders.
Our present model went beyond the direct effect of CSR practices and takes into consideration its effect of interaction with individual perceptions, organizational culture, ethics, management style, and salaries policy, and legal environmental regulations.
Therefore, we considered that there is a direct connection between the affective, continuance and the normative commitment and CSR promotion on one hand, and on the other hand that the strategic role of CSR may be motivated through the benefits of both the employees and of the organization in an uncertain environment, influenced by financial and ecologic crises.
The CSR practices deal directly with organizational and individual issues, and contribute to the promotion of a trustful and collaborative environment.
The employees want to be involved as much as possible in promoting the CSR practices because they consider that these practices in relation with the human resources have some consequences on the work performance and on the turnover.
Therefore, we considered that there is a direct connection between the affective, continuance and the normative commitment and CSR promotion on one hand, and on the other hand that the strategic role of CSR may be motivated through the benefits of both the employees and of the organization in an uncertain environment, influenced by financial and ecologic crises.
CSR practices deal directly with organizational and individual issues, and contribute to the promotion of a trustful and collaborative environment.
The employees want to be involved as much as possible in promoting the CSR practices because they consider that these practices in relation with the human resources have some consequences on the work performance and on the turnover intention (Kuvaas, 2008).
The divergence relation between corporate social responsibility and neo-institutionalism is based on:
the fear of the employees to point out the existent disorders;
the lack of communication manager-employees on one hand, and mangers-shareholders on the other hand;
the different statute of the manager: employed manager, manager-owner - the last remark points out the control techniques - (the lack of techniques or on the contrary their exaggeration)
The employees who perceive higher levels of CSR practices in the organization will be able to disseminate these practices more positively.
The 92 respondents were selected from a variety of industries, including mining and quarrying, manufacturing, construction, and other service activities. Approximately 39,13 % of respondents (36) were male, and 60,87% (56) were female. Almost two thirds (61 in total) were between 36 and 55. A total of 47 respondents had at least a bachelor’s degree.
The sample used for the regression analysis is representative for the population of the four organizations employees in every activity sector.
Cronbach’s alphas for the resulting scales ranged from .78 to .90. This implies a high degree of internal consistency in the responses to the individual questions.
Gender is coded as variable which takes the value of one for women, and two for men. The other variables which involve a YES or NO answer were codified as it follows: one for a positive answer (Yes) and two for a negative answer (No)..
Typical questions include: “What does Social Responsibility mean for you?”; “Do you think you are a socially responsible person?” “Would you be happy to spend the rest of your career in this organisation?”, “Are you staying with the organisation because of necessity or desire?”, “Do you believe that ethics and duty are important for an organisation?”
Only 24 (9 women and 15 men) respondents considered that CSR represents a scrupulous fulfilment of the legal obligations; 41 (24 women and 17 men) respondents saw in CSR a financial support carried out with the help of the volunteers for solidarity, environmental or cultural causes; 24 (20 women and 4 men) respondents agreed that CSR stands for - the companies or organization’s volunteering actions that search for its interests satisfaction but at the same time looks for the interest of the community where they are located, and 3 (all women) respondents have associated CSR with a Public Relations tool.
This would indicate that CSR is perceived in the Romanian organization as a beneficial voluntary process with strong strategic and financial implications.
Results of relationship between CSR and Organizational Commitment (in Figure 2) show standardized regression weights for our variables. Table 2 demonstrates a strong bivariate correlation between CSR values and affective commitment (0.108), and a weaker relationship between CSR values and normative commitment (0.016). The other correlations in Table 2 provide support for the strategic CSR model. The results suggest that CSR values contribute to development of organisational commitment and provide substantial support for our entire three Hypotheses.
Romanian Labour Code is the law that contributes, with high difficulties, to the social promotion of information, through rules enforced, to the work time management, work security, payment system, hiring and to the lay-off of the employees.
There is no single law in Romania which can force the organizations to publish certain social information or even to carry out an audit of the corporate social responsibility.
For example, the French Law (New Economic Regulation - NER), promulgated on 15th May 2001, forces the French companies, quoted on the exchange, to publish some social information.
In Romania, the reporting related to the social involvement is superficial, mostly quantitative than qualitative. The debating over this subject refers rather to the dimensions of this involvement, to the phenomenon catalysts and the barriers against it and to the spreading, on a larger scale, of this type of behaviour, especially within local organizations (Burlea Schiopoiu, & Ciobanu, 2005; Ghoshal, 2005).
The lack of a clear legislation in the field of CSR is reflected in the lack of normative commitment of the employees, because only 26% of the respondents have considered CSR to be a fulfilment of legal obligations.
This paper is a research network funded by the European Union “Transfer skills and innovation to lead to develop vocational training in business policies and procedures Human Resources integrating social responsibility – HeRmeS-R project” (grant LLP-LdV-TOI-2007-FR-038).
The aim of this paper is to measure the organizational commitment of the employees from the Romanian organizations in relation with a set of values of corporate social responsibility (CSR). The research reported in this paper focused on a study of the organizational commitment of the employees using data from four Romanian organizations. In this context, corporate social responsibility and human rights will interweave in the analysis of organizational commitment and will contribute to the establishment of strategic priorities of the organizations. The relationship between CSR and organization implies a flexible model of strategic CSR that takes into consideration the employees’ commitment and their loyalty to the organization. Consequently, at the human resources level, misunderstanding the principles and the standards of the CSR can generate hard feelings, lack of motivation, and even confusion, in the moments in which the organization would need creativity and total commitment from their employees. In this article we used a quantitative and the qualitative methodology based on the research of the HeRmes international project.
Corporate Social Responsibility (CSR) is a phenomenon which due to the pressure of the stakeholders (Burlea Schiopoiu, 2007a), continues to have a strong resonance both in the economic and in the political environment.
The degree of promoting CSR relies on the level of economic development of a country. Therefore, developed countries such as the USA, France, Canada, Great Britain, Germany have made clear a series of legal and institutional mechanisms to promote CSR, while the developing countries as for example Romania is still uncertain about the basic concepts and principles of CSR.
It is not easy for any organization to maintain the costs at a lower level, to increase the quality of the products, to improve the services provided for the customers and to release very quickly the new products on the market. That is why in order to deal with this problems, the organization has to modify the competitive strategy by taking into account the CSR benefits.
The new strategy needs a change both in the structures and in the mentalities of the managers who are leading the business. Thus, the managers have the possibility to exploit their talents and imagination both for themselves and for the advantage of the organization. (Albinger & Freeman, 2000, Burlea Schiopoiu, 2008).
The strategy of promoting CSR involves the permanent exchange of information between the managers, shareholders and stakeholders, which leads to the decentralization of the decision and to the accomplishment of a flexible organizational structure. The efficiency of the promotion policies for CSR depends on the quality of the interaction of the organization with the external environment and on the stability of the retroactive system which allows the experiencing of new ideas, taking risks and the right to error.
Carrying out the strategy of promoting CSR also involves the mobilization of the employees and the evaluation of the results in a close connection with the general strategy of the organization, taking into account the following:
* the involvement of all employees;
* observance of the values and of the organizational culture as well as the rhythm of change;
* real actions of promoting CSR.
In order to determine as precise as possible the role of the principles of social responsibility in elaborating a strategic analysis, one has to understand and analyze the levels of decision from an organization in strong correlation with the responsibilities and the competencies of the managers. (Wood, 1991).
The coherence between the levels of decision is provided by the decisive interfaces (between: political and strategic; strategic and tactic; tactic and operational) and their role is to adjust and to guide the informational circuits.
Each strategic step has to rely on a series of pertinent questions, where the answer may lead to viable solutions for the problems with which the organization is confronting, as it follows:
What is social responsibility for the organization?
Do we have clear accomplishments in this field?
What kind of social responsibility strategy do we promote?
In what ways do we accomplish what we have proposed?
What type of effects do we expect to get by applying this strategy?
The analysis of the promotion and knowledge stage of CSR in Romanian organizations has been accomplished with the help of the international project - HeRmeS-R funded by the European Union “Transfer skills and innovation to lead to the development of vocational training in business policies and procedures. Human Resources integrating social responsibility – HeRmeS-R project” (grant LLP-LdV-TOI-2007-FR-038)
THE RELATIONSHIP BETWEEN ORGANIZATIONAL COMMITMENT OF THE EMPLOYEES AND CSR VALUES
Many specialists have paid a real attention to the study of organizational commitment along the time, considering it both a complex syntagm which cannot be represented through a mono-factorial model (Bennet & Durkin, 2000), and a driving force which develops the performance of an organization (Sulliman & Iles, 2000, p. 408).
Allen and Meyer (1990) argued that are three types of commitment: affective, continuance and normative.
Affective commitment reflects an employee’s emotional attachment to, identification with, and involvement in an organization (Buchanan, 1974; Legge, 1995; Mowday & all., 1982; Porter & all., 1974). Employees have a desire to do so, due to a mutual engagement between themselves and their organization.
Continuance commitment is related to the costs and benefits associated with staying or leaving an organization (Wiener &Vardi, 1980; Allen & Meyer, 1990).
Normative commitment reflects the view of the employee, a duty or an obligation to stay with an organization (Paré & Tremblay, 2007).
The reference literature presents more approaches on CSR related to organizational commitment in different social, cultural and technical contexts (Armstrong, 1997; Beardwell et Holden, 1996; Burlea Schiopoiu, 2007b; Pfeffer, 1998; Torrington & Hall, 1998).
The CSR principles and practices may be considered strategic variables used to develop the organizational commitment of the employees by earning the trust of the stakeholders. (Hosmer, 1995; Sternberg, 2000; Wicks & all., 1999).
Even though the simultaneous promotion has the role to increase the trust and the loyalty on the two levels of the commitment and to develop strategies related to CSR which integrates the employer’s and the employee’s interests, one has to distinguish between the commitment of the employees and the commitment of the stakeholders.
Guest and Peccei (2001) call the ‘hybrid perspective’ the process of maximizing the links between the individual and the organization and of generating high levels of satisfaction, commitment and loyalty among the employees.
The relationship between corporate social responsibility and organization implies a flexible model of strategic CSR, model that takes into consideration the employees’ commitment and their loyalty to the organization. Strategic CSR has strong influences on the three types of commitment (affective, normative, and continuance) and it is influenced by the particularities of the individuals, organization and of the environment (figure 1).
The organization is an entity which one hand consists of customs, values, norms, rules, sociological tendencies, and on the other hand it creates norms, values, rules, submitting them to the formal and informal laws which act in and for the environment in which they carry out their activity.
Consequently, the action of the organization is based on a set of rationalized patterns, cultural models and schemes - which leads to the definition of the social entity. Strategic corporate social responsibility can generate institutional changes which require an endogenous character produced by shareholders and employees or an exogenous character produced by stakeholders.
Our present model went beyond the direct effect of CSR practices and takes into consideration its effect of interaction with individual perceptions, organizational culture, ethics, management style, and salaries policy, and legal environmental regulations.
Therefore, we considered that there is a direct connection between the affective, continuance and the normative commitment and CSR promotion on one hand, and on the other hand that the strategic role of CSR may be motivated through the benefits of both the employees and of the organization in an uncertain environment, influenced by financial and ecologic crises.
The CSR practices deal directly with organizational and individual issues, and contribute to the promotion of a trustful and collaborative environment.
The employees want to be involved as much as possible in promoting the CSR practices because they consider that these practices in relation with the human resources have some consequences on the work performance and on the turnover.
Therefore, we considered that there is a direct connection between the affective, continuance and the normative commitment and CSR promotion on one hand, and on the other hand that the strategic role of CSR may be motivated through the benefits of both the employees and of the organization in an uncertain environment, influenced by financial and ecologic crises.
CSR practices deal directly with organizational and individual issues, and contribute to the promotion of a trustful and collaborative environment.
The employees want to be involved as much as possible in promoting the CSR practices because they consider that these practices in relation with the human resources have some consequences on the work performance and on the turnover intention (Kuvaas, 2008).
The divergence relation between corporate social responsibility and neo-institutionalism is based on:
the fear of the employees to point out the existent disorders;
the lack of communication manager-employees on one hand, and mangers-shareholders on the other hand;
the different statute of the manager: employed manager, manager-owner - the last remark points out the control techniques - (the lack of techniques or on the contrary their exaggeration)
The employees who perceive higher levels of CSR practices in the organization will be able to disseminate these practices more positively.
The 92 respondents were selected from a variety of industries, including mining and quarrying, manufacturing, construction, and other service activities. Approximately 39,13 % of respondents (36) were male, and 60,87% (56) were female. Almost two thirds (61 in total) were between 36 and 55. A total of 47 respondents had at least a bachelor’s degree.
The sample used for the regression analysis is representative for the population of the four organizations employees in every activity sector.
Cronbach’s alphas for the resulting scales ranged from .78 to .90. This implies a high degree of internal consistency in the responses to the individual questions.
Gender is coded as variable which takes the value of one for women, and two for men. The other variables which involve a YES or NO answer were codified as it follows: one for a positive answer (Yes) and two for a negative answer (No)..
Typical questions include: “What does Social Responsibility mean for you?”; “Do you think you are a socially responsible person?” “Would you be happy to spend the rest of your career in this organisation?”, “Are you staying with the organisation because of necessity or desire?”, “Do you believe that ethics and duty are important for an organisation?”
Only 24 (9 women and 15 men) respondents considered that CSR represents a scrupulous fulfilment of the legal obligations; 41 (24 women and 17 men) respondents saw in CSR a financial support carried out with the help of the volunteers for solidarity, environmental or cultural causes; 24 (20 women and 4 men) respondents agreed that CSR stands for - the companies or organization’s volunteering actions that search for its interests satisfaction but at the same time looks for the interest of the community where they are located, and 3 (all women) respondents have associated CSR with a Public Relations tool.
This would indicate that CSR is perceived in the Romanian organization as a beneficial voluntary process with strong strategic and financial implications.
Results of relationship between CSR and Organizational Commitment (in Figure 2) show standardized regression weights for our variables. Table 2 demonstrates a strong bivariate correlation between CSR values and affective commitment (0.108), and a weaker relationship between CSR values and normative commitment (0.016). The other correlations in Table 2 provide support for the strategic CSR model. The results suggest that CSR values contribute to development of organisational commitment and provide substantial support for our entire three Hypotheses.
Romanian Labour Code is the law that contributes, with high difficulties, to the social promotion of information, through rules enforced, to the work time management, work security, payment system, hiring and to the lay-off of the employees.
There is no single law in Romania which can force the organizations to publish certain social information or even to carry out an audit of the corporate social responsibility.
For example, the French Law (New Economic Regulation - NER), promulgated on 15th May 2001, forces the French companies, quoted on the exchange, to publish some social information.
In Romania, the reporting related to the social involvement is superficial, mostly quantitative than qualitative. The debating over this subject refers rather to the dimensions of this involvement, to the phenomenon catalysts and the barriers against it and to the spreading, on a larger scale, of this type of behaviour, especially within local organizations (Burlea Schiopoiu, & Ciobanu, 2005; Ghoshal, 2005).
The lack of a clear legislation in the field of CSR is reflected in the lack of normative commitment of the employees, because only 26% of the respondents have considered CSR to be a fulfilment of legal obligations.
This paper is a research network funded by the European Union “Transfer skills and innovation to lead to develop vocational training in business policies and procedures Human Resources integrating social responsibility – HeRmeS-R project” (grant LLP-LdV-TOI-2007-FR-038).
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