Corporate Social Responsibility and the Management of Labour in Two Australian Mining Industry Companies

Shelley D. Marshall · Richard James Mitchell

41 citations0/0 files storedCorporate Governance An International Review

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Labor Movements and Unions Corporate Social Responsibility Reporting Mining and Resource Management

Abstract

This paper undertakes an examination of the espoused commitment to CSR principles and its relationship with the labour management systems in two Australian mining companies. The paper explores the extent to which the adoption of a CSR strategy has affected the management of labour in three respects: “collective” relations with unions; “partnership‐style” relations with unions and workers; and the adoption of HPWS measures. The paper concludes that while each company has made substantial “in principle” commitments as a result of CSR, there is nothing to suggest that CSR considerations are sufficiently powerful in themselves to bring about systemic change in the management of labour.

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References

1989Corporate Social Reporting: A Rebuttal of Legitimacy Theory 2002An examination of the corporate social and environmental disclosures of BHP from 1983‐1997 2005Gender Mainstreaming and Corporate Social Responsibility: Reporting Workplace Issues 2002Resource Extraction Industries in Developing Countries 2003New Unionism in the Old Economy: Community and Collectivism in the Pilbara’s Mining Towns

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2008Corporate Social Responsibility and International Development: Critical Assessment 2009Beyond Corporate Social Responsibility: Oil Multinationals and Social Challenges 2015Good Neighbors but Bad Employers: Two Faces of Corporate Social Responsibility Programs 2013Voluntary codes of conduct and their implementation in the Australian mining and petroleum industries: is there a business case for CSR?2019Rethinking performativity

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