Articlegold2018

Drivers and Barriers in Socially Responsible Human Resource Management

Jesús Barrena‐Martínez · Macarena López‐Fernández · Pedro Miguel Romero Fernández

62 citations0/0 files storedSustainability

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Corporate Social Responsibility Reporting Environmental Sustainability in Business Corporate Social Responsibility and Sustainability

Abstract

The current recession has caused a large number of companies to reevaluate their valuable resources and ways to preserve and invest those resources. Given the relevance of employees as key stakeholders, developing a socially responsible orientation in human resource management for taking care of workers and their needs must be an essential process for business success. This study, based on stakeholder theory and a social integrative approach, examines the main drivers and barriers in the implementation of socially responsible actions in human resource management. The research uses a quantitative analysis based on questionnaires responded to by 85 human resource managers from large Spanish companies. We conclude that there are two significant drivers of socially responsible actions in human resource management (HRM): access to public subsidies and the improvement of the working environment. The main significant barriers highlighted by human resource managers are conflicts in decisions with boards and/or management teams and the lack of employees’ acceptance. The professional implications of the research are discussed at the end of the paper.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 62 citations exist upstream.

References

1995THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE.1995The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications 1995A Stakeholder Framework for Analyzing and Evaluating Corporate Social Performance 1995The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications 2007Why would corporations behave in socially responsible ways? an institutional theory of corporate social responsibility 2010The Business Case for Corporate Social Responsibility: A Review of Concepts, Research and Practice 2007Putting the S back in corporate social responsibility: A multilevel theory of social change in organizations 2004Understanding HRM-Firm Performance Linkages: The Role of the "Strength" of the HRM System

Cited by

2021Socially Responsible HRM, Employee Attitude, and Bank Reputation: The Rise of CSR in Bangladesh 2019Do Corporate Social Responsibility and Corporate Governance Influence Intellectual Capital Efficiency?2021Assessing the impact of socially responsible human resources management on company environmental performance and cost of debt 2020Employee’s Corporate Social Responsibility Perception and Sustained Innovative Behavior: Based on the Psychological Identity of Employees

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.