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What roles are there for HR in CSR?: four case studies from Lebanon

By A. Dirani, D. Jamali and I.A. Harwood

Abstract

As Human Resources (HR) is increasingly being held responsible for achieving key strategic organizational objectives and implementing change in departmental and stakeholder contexts, an investigation into its role in Corporate Social Responsibility (CSR) is timely. This qualitative paper draws on a review of the relevant literature on CSR and HR before an empirical analysis of four companies operating in Lebanon to critically examine the role of HR in CSR and the outcome benefits of this role. The findings reveal a ’narrow’ understanding of CSR being grounded solely in the philanthropic domain; and CSR initiatives were mainly within the external community environment without an assessment of the organizational social performance. The role of HR in CSR varied within the cases, with some being strategic and influential whilst others were limited to being transactional. In addition, the factors shaping HR’s role in CSR were identified and qualified within the relevant literature. This paper contributes firstly to the literature through presenting a new theoretical framework capturing the CSR-HR affinities and secondly to managerial applications through providing guidance to HR leaders wishing to contribute to the success of CSR within their companie

Topics: HD28
Year: 2011
OAI identifier: oai:eprints.soton.ac.uk:189975
Provided by: e-Prints Soton
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