he relationship between CSR and HRM : a study of large New Zealand organisations : a thesis presented in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Management at Massey University, Albany, New Zealand
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Date
2014
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Massey University
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Abstract
Corporate social responsibility (CSR) and human resource management (HRM) are
well established research fields. In recent years scholars have evinced greater interest
in discussing the interdependence between these constructs. However, there is a
dearth of empirical research focusing on the link between CSR and HRM in practice,
resulting in limited understanding of how these two notions are linked in complex
and dynamic organisational settings. To address this knowledge gap, this exploratory
study examines the two-way relationship between CSR and HRM. It is positioned
within an interpretive paradigm and employs qualitative research methodology,
drawing on data from interviews with 29 CSR and HR professionals from large New
Zealand organisations.
The study begins by focusing on the relationship from CSR to HRM, examining the
relevance of CSR to HRM. From a stakeholder perspective, the empirical results
reveal that CSR has some applicability to HRM. The study identifies four HR
aspects that are often addressed under the scope of CSR. However, the findings also
indicate that such a CSR–HRM interface is contingent upon CSR-related variables,
namely the scope of CSR, the stage of CSR development and industry variation in
the application of CSR.
Next the relationship from HRM to CSR is explored, highlighting the roles of HR
in the development and implementation of CSR strategy. The findings, based on
Ulrich’s HR model, suggest that HR has significant involvement in the
implementation of CSR by playing the roles of employee champion, change agent
and administrative expert. Contrary to the assumptions outlined in the literature,
however, the findings do not support the strategic partner roles of HR in developing
CSR strategy. Importantly, these roles cannot be discussed with a ‘one size fits all’
approach as they are subject to organisational factors, such as CSR structure and
roles and the position of HRM.
Finally, the study investigates CSR–HRM integration resulting from the two-way
relationship. Drawing on the integration theory, the empirical results indicate that
collaboration and interaction between CSR and HR professionals develop various
levels of CSR–HRM integration, ranging from strong and moderate to weak. This is
due to the influence of behavioural factors which emerge against the backdrop of
CSR-related and organisational factors. The study concludes that the relationship
between CSR and HRM is contextual in nature, and structural variables are more
dominant than agency in shaping such a relationship.
Overall, the outcomes of this thesis expound a CSR–HRM relationship framework
incorporating contextual factors, and develop a generous understanding of the twoway
CSR–HRM link. This may assist scholars of future research and practitioners,
both CSR and HR, towards more effective CSR–HRM integration. Hence, the
contribution of this study is both theoretical and empirical.
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Keywords
Corporate social responsibility, Human resource management