The Role of Corporate Social Responsibility in Employee Engagement


 
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The Role of Corporate Social Responsibility in Employee Engagement
TEOH TEIK GHEE, Consultant, Malaysia

Hi I am currently doing my dissertation for my MBA. The topic of my dissertation is the role of Corporate Social Responsibility (CSR) on employee’s engagement.
The research on Malaysian employee’s engagement towards organization sustainability and corporate social responsibility.
I am fortunate that my college subscribed me to the 12manage forum furthermore it bring joy to me there are leaders from different industry discussing CSR topics.
Therefore I would need some help from all the experts here to participate in my CSR survey. Many thanks for participating!
 

 
CSR and Employee Engagement Research
Ismael Bena - MBA, Management Consultant, Netherlands
Hi Teoh, I have conducted a primary research on a similar topic titled "Corporate Social Responsibility activities and their effects on Employees' Engagement" last year, although with IPA as Qualitative methodology. Here is an abstract:
Corporate social responsibility (CSR) is a rapidly growing field of attention for corporations keen to succeed in the public arena today. Often branded as corporate citizenship (CC), corporations report on their actions, which are demonstrating their social involvement and commitment. They often fail to make the correlation with their core business, with the result that these efforts become non-strategic and without credible involvement of their workforce.
This missing link could have severe impact on the engagement level of employees, which according to various research studies, are becoming increasingly interested to work for those corporations, which demonstrably contribute, to society and the environment. This employee behaviour finds correlation with the definition of ‘self actualization’ as in ‘giving back to society’, which contributes to peoples’ self-worth and pride.
Understanding the CSR levers which can be utilized to drive this behaviour can positively affect employees’ feeling of ‘oneness’ with their organisation and secure their alignment to the corporation’s goals, creating shared values for all stakeholders.
Through Interpretative Phenomenological Analysis (IPA), the psychological rationale for employee engagement is evaluated, with the aim to analyse correlations between the rich extant literature and the narrative accounts of the sample group recruited at the Multinational company, Philips Electronic – The Netherlands.
Through semi-structured Narrative Interviews (N.I.), in accordance to the IPA methodology, various B-level executives from Philips’ lighting business unit are interviewed to evaluate their experience, relation, exposure to and involvement with CSR. These N.I.’s took place by telephone and in Dutch (the native language in the Netherlands) to increase the comfort and ease of narrating.

Analysis of the key findings indicated that corporate structured CSR activities provide the opportunity for organisational members to share in the fame created by others. This contributes to the individual pride and satisfaction factor of employees, which in turn is the basis for employee engagement.
By creating distinctions in the levels of engagement, a connection between ‘flow’ and ‘discretionary effort’ is identified, which often is seen as opposite of one another.
 

 
CSR and Employees Engagement Research
TEOH TEIK GHEE, Consultant, Malaysia
Hi Ismael, thanks for the abstract. My take for the CSR engagement in my country is:
Despite all the journal and article I reviewed that stated CSR activities do improve employees productivity, in Malaysia the lack of awareness and transparency causes the employees reluctant to contribute. Regards, Teoh.
 

 
CSR and Employee Engagement Research
Ismael Bena - MBA, Management Consultant, Netherlands
@TEOH TEIK GHEE: Hi Teoh, the limited understanding concerning employee engagement (EE) stretches way beyond your demographics, making it an equal problem for developed and underdeveloped industries.
Often mid-level managers and even C-level executives don’t grasp the driver that triggers employees to bring their hands, minds and hearts to the job, thereby missing out on potentially higher productivity, retention, etc.
Various studies have revealed the correlation between higher EE levels and the bottom line, although the lack of implementation remains in the disbelief or poor understanding form line managers, which need to acknowledge that monetary rewards are not the sole drivers to keep employees on-board.
Also the things that draw people to a company are not the same things that keep them there.
 

 
Corporate Social Responsibility
FAITH ONYEBUENYI, Lecturer, Nigeria
Your work has been very helpful to me as an academic. I most of the times consult your write ups when am doing my papers.
 

 
 

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Ismael Bena - MBA
Management Consultant

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