scholarly journals Social Responsibility in the Enterprise Personnel Management: the Realities of Time

Author(s):  
Olena Khrystenko ◽  
Vita Zhartovska

The essence of the “social responsibility” concept is defined. The process of social responsibility introduction into management of the enterprise personnel is investigated. Existing problems are detected during the implementation of this process at the enterprise. It is established that the important moment for a successful enterprise existence is the usage of socially responsible tools in the personnel management system of the organization. In particular, corporate culture, decent pay, staff development programs, internal communications support, flexible working hours, assistance in emergency situations, etc.

2021 ◽  
Vol 11 (4) ◽  
pp. 4345-4356
Author(s):  
Anna Evgenievna Gorokhova ◽  
Elman Said-Mokhmadovich Akhyadov ◽  
Andrey Nikolaevich Shishkin

The purpose of the present study is to identify the main advantages and problems of remote work for both employers and employees, and possible ways to solve them. The article shows a significant number of studies dealt with non-standard forms of labor organization, clarifies the essence of remote work, and examines the main aspects for its effective organization. The main advantages and problems of remote work for employers and employees, as well as possible ways to solve them, are identified based on an expert survey involving 36 experts. According to the conducted study, it can be concluded that the acceleration of scientific and technological progress and adverse epidemiological conditions contribute to the spread of remote work worldwide. This phenomenon has two aspects. On the one hand, remote work, firstly, reduces the unemployment rate and improves the image of the company; secondly, offers flexible working hours; thirdly, protects/retains customers and saves time/transport costs. On the other hand, remote work is associated with the difficulty in maintaining efficiency and teamwork at a high level; secondly, it restricts communication, makes it impossible to perform certain tasks at home; and thirdly, remote work leads to insufficient physical activity, causes difficulties with integration into the corporate culture, etc.


2020 ◽  
Author(s):  
V.G. Prushkivskyi ◽  
◽  
V.A. Litovka ◽  

The peculiarities of the corporate culture formation of socially responsible metallurgical enterprises are depicted and the scientific and practical recommendations for their management in terms of sustainable innovation are developed in the article. The authors consider the views of scholars on the nature and structure of corporate culture. Norms and values are the most important elements of any organization. It is important to divide the values according to the degree of their acceptance in the organization for the company's corporate culture management: publicly recognized (proclaimed, mastered, supported), actual and desired values. The company's corporate culture is as a complex dynamic hierarchical system consisting of formal (mission, vision, values embodied in the company's practice) and informal (social relationships, role models, rituals, important stories in the company) components that change under the influence of the internal and external environment of the company. This system is closely linked to corporate social responsibility. A corporate culture, which does not have the values of social responsibility and is not aimed at stimulating technological, marketing, social or managerial innovations, cannot achieve sustainable positive social dynamics. The authors have analysed the corporate social responsibility, elements of corporate culture and strategic development of metallurgical enterprises of the METINVEST Group. In recent years, the main efforts of companies have been focused on environmental goals of sustainable development, namely the modernization of enterprises. In order to achieve sustainable innovation and implementation of safety values and care for the environment, metallurgical enterprises need to develop an innovative culture, including stimulating the development of sustainable innovation and innovators among staff, strengthen the implementation of a set of programs that promote modernization in production and environmental aspects, projects aimed at improving the overall environmental situation and raising living standards in the cities of presence.


2015 ◽  
Vol 56 (5) ◽  
pp. 672-704 ◽  
Author(s):  
Juelin Yin

This study develops an internal–external institutional framework that explains why firms act in socially responsible ways in the emerging country context of China. Utilizing a mixed method of in-depth interviews and a survey study of 225 Chinese firms, the author found that internal institutional factors, including ethical corporate culture and top management commitment, and external institutional factors, including globalization pressure, political embeddedness, and normative social pressure, will affect the likelihood of firms to act in socially responsible ways. In particular, implicit ethical corporate culture plays a key role in predicting different aspects of corporate social responsibility (CSR), while external institutional mechanisms mainly predict market-oriented CSR initiatives. This study contributes to the research on CSR antecedents by showing that in the emerging economy of China, CSR toward nonmarket stakeholders is more closely intertwined with corporate tradition and values, while legitimacy-seeking CSR activities are still limitedly rewarded.


Author(s):  
Olena Ovcharuk

The relevance of the research topic is conditioned by the need for a comprehensive study of strategic personnel management of an enterprise in order to ensure its competitiveness. The author states that the personnel management strategy should be all-embracing in the sense of targeting the staff of an organization to achieve the goals of its long-term development. In this case, personnel management planning becomes an integral part of business planning, and the development of personnel management strategy is considered as a priority business process. In the author’s opinion, to attract and consolidate personnel, the management of an enterprise should create and maintain the following conditions: a proper system of remuneration, engagement and favourable staff morale; continuous advanced training of employees; opportunities for career and scientific growth. It is noted that first, it will be advisable to implement a preventive staff policy, which provides not only control over the negative aspects of the work with personnel, causes and situation of the crisis development, the elaboration of measures to localize the crisis, but also the formation of enterprise development programs containing short-term and medium-term forecasts in recruitment needs, formulated tasks for staff development. The given research of personnel management strategy suggests that the first step in implementing measures to improve the effectiveness of strategic management is the development of a personnel management concept – a comprehensive understanding of the essence, goals, objectives, principles and methods of personnel management under specific conditions of production and management business processes. However, it is found that, on the one hand, there are financial restrictions that are conditioned by the limit of funds for staff maintenance and largely affect such decision-making (raise in salary of all employees or certain categories, staff expansion while maintaining the existing level of remuneration, purchase of office equipment, etc.). On the other hand, social restrictions are the result of general trends in the labour market in the country and the regions, the social policy of the state, the requirements of trade unions to employers. The article considers the main causes of instability of the staff of an enterprise and ways to solve the problems of strategic personnel management of the research subject. The proposed measures provide for the purposeful construction of an optimal system of personnel management and staffing structure according to quantitative and qualitative characteristics, which makes it possible to ensure the most effective use of human resources by an enterprise.


Author(s):  
Тетяна Харченко ◽  
Мао Жун ◽  
Руслана Михайлик

Peculiarities of personnel management at enterprises, means of influencing the employee in the development of labor relations are determined. The comparative characteristics of the most important socially responsible business models are considered. Attention is paid to the importance of personnel responsibility policy. The role of the concept of social responsibility of personnel management, which is based on the integration and consideration of the bilateral relationship between social responsibility and personnel management, is indicated. It is concluded that the creation of purposeful principles of personnel management involves a clear management mechanism for goals and results, taking into account modern requirements and capabilities of consumers, the socio-psychological state of staff in the constant development of scientific and technological progress.


2013 ◽  
Vol 64 ◽  
pp. 7-18
Author(s):  
Renata Matkevičienė

Nuo šio šimtmečio pradžios socialinės atsakomybės tema yra viena jautriausių tiek komunikacijos, tiek verslo srityse: įmonių vadovai, politikai, ekonomistai, mokslininkai svarsto socialinės atsakomybės veiklos apibrėžtis, teikiamą naudą verslui ar visuomenei. Diskusijose galima pastebėti kelis socialinės atsakomybės veiklos svarstymo aspektus: mados (atsakomybė visuomet buvo viena iš verslo siekiamybių ir veiklos pagrindų, todėl jos išryškinimas gali būti siejamas su tam tikra mada), būtinybės (kuri gali kilti dėl kitų verslo organizacijų aktyvios socialinės atsakomybės veiklos arba dėl visuomenės diktuojamo atitinkamos veiklos poreikio), galimi ir kiti požiūriai. Socialinės atsakomybės svarstymuose dažnai iškyla klausimas apie socialinės atsakomybės naudą verslui, apie apskaičiuojamą galimą socialinės atsakomybės grąžą verslui, kuriamą teigiamą įvaizdį ar reputaciją. Verslo organizacijos, siekdamos komunikuoti vykdomą socialiai atsakingą veiklą, tam pasitelkia įvairius renginius, ataskaitas, o dažniausiai – interneto svetaines. Šiame straipsnyje aptarsime ne tik anksčiau įvardytus diskusinius socialinės atsakomybės veiklos aspektus, bet ir ištirsime bei nusakysime galimus verslo organizacijų socialinės atsakomybės komunikacijos aspektus, išryškindami esmines akcentuojamas socialinės atsakomybės sritis. Straipsniu siekiama ne tik paskatinti kritinę diskusiją apie socialinės atsakomybės naudą ir būtinybę verslo organizacijų veikloje ir komunikacijoje, bet ir pažiūrėti, kaip socialinės atsakomybės veikla atsispindi organizacijų interneto svetainėse, su kokiais verslo ar organizacijos veiklos aspektais siejamas socialiai atsakingų veiklų pristatymas. Straipsnio tikslas ir sprendžiama problema formuluojami remiantis 2012 m. lapkričio–gruodžio mėnesiais atlikto Lietuvos organizacijų, priklausančių Baltosios bangos iniciatyvai „Už skaidrų verslą“, interneto svetainių turinio, atskleidžiančio organizacijų pristatomą socialinę atsakomybę, tyrimo ir straipsnio autorės 2013 m. kovą–balandį atlikto tyrimo, kuris papildė ir praplėtė ankstesnį tyrimą, duomenimis.Reikšminiai žodžiai: socialinė atsakomybė, organizacijų komunikacijos procesas, organizacijų veiklos etika, interneto svetainės.Communication of corporate social responsibility in Lithuanian organizations’ websitesRenata Matkevičienė Summary Since the beginning of this century, social responsi­bility has been one of the most sensitive topics in both communication and business areas, and business lead­ers as well as politicians, economists, scientists con­sider the social responsibility activities of the benefits for business or the public. Business organizations communicate socially re­sponsible activities by using a variety of communica­tion events, reports, and mostly websites of business organizations. This article aims to discuss not only the aspects of social responsibility, but also to examine and describe the potential of social responsibility com­munication in business organizations, highlighting the key areas of social responsibility. The article is aimed not only to encourage a critical discussion about the benefits of social responsibility and the need for busi­ness organizations and communications, but also to see how the social responsibility of business is reflected in organizations’ websites and presented to stakeholders. Business organizations’ social responsibility is generally associated with the activities of the organi­zation, which aims to act responsibly: in accordance with the law, creating comfortable working conditions for employees, ensuring profitability – in collabora­tion with colleagues and local community as well as providing services to clients. Socially responsible activities have been associated not only with respon­sible activities, but also with commitments harming the surrounding environment, taking into account that socially responsible activities are voluntary, i.e. based on an organization’s desire to be a responsible, honest, trustworthy member of society not because of business requirements, but also for the organization’s internal needs based on corporate culture. Social responsibil­ity of a business organization not only strengthens it because it involves employees and other groups of stakeholders in the organization’s activities, but it also provides an added value to the organization as a com­petitive advantage. In the article, there were formulated several tasks for communicating organizations’ social responsibil­ity: to provide information, to impact the value or behavioural change. For the communication of social responsibility, organizations use controlled and as well non-controlled communication, and these forms of communication should be integrated to reach the aim of communication. Organizations’ websites are a con­trolled communication means, but they could be impor­tant for providing explicit information about the organi­zation’s socially responsible activities. For this reason, an investigation of communication in the websites of Lithuanian business organiations that have joined the initiative of transparent business was conducted. Organizations communicate their social respon­sibility by presenting codes of ethics, standards, and other formal commitments which show that the orga­nization is a responsible member of society. There were found differences in the communica­tion of social responsibility in Lithuanian (local) and in international organizations: international organizations provide not only statements on the social responsibil­ity of an organization, but also codes of ethics, CSR reports, presentations and videos of the projects, etc. Organizations use one-sided communication for the presentation of social responsibility in their web­sites, and tools for two-sided communication were notes used in many of the websites for communicat­ing social responsibility. On the basis of this finding, the presupposition that organizations use other forms and means for communicating social responsibility was made, because the social responsibility activities carried out by an organization not only show the or­ganization’s responsibility, but also allow linking the organization with certain practices and values, create an added value by increasing the visibility of the or­ganization as a responsible member of the local com­munity, developing and enhancing the organization’s reputation and ensuring its competitive advantage.


Author(s):  
L. J. Bourgeois ◽  
Elio Mariani ◽  
Vivian Jen Yu

Ben & Jerry/Unilever raises the issues of (1) how to bring a nonbusiness culture (B&J) into a corporate culture (Unilever) while preserving the value acquired; (2) how to manage a recently acquired subsidiary whose parent company is an ocean away; (3) how, as a corporate-appointed general manager, the French general manger can gain the trust of the acquired firm; and (4) how (or even whether) to preserve the Social Responsibility (SR) aspects of the target. An additional focus might be how (or whether) to export a socially-responsible firm's values to overseas locations. The case can be positioned near the end of a PMI course, where the students can apply PMI skills in a unique ethical and cultural situation. Alternatively, it can be used in an Ethics course to highlight the challenges of maintaining an SR mission when a public global corporation acquires a local (Vermont) SR organization.


2021 ◽  
Vol 71 (4) ◽  
pp. 92-98
Author(s):  
O. Leontenko ◽  
A. Ilyenko

In today's economic development, managers of large and successful companies understand that in order to attract highly professional staff, it is not enough to use traditional methods of motivation, such as salaries, bonuses, incentive awards. Nowadays while choosing a job, the employees are increasingly paying attention to the existing systems of social benefits and guarantees that employers can offer them. The importance of these issues has increased significantly in the form of the threats facing humanity, as the result of Covid-2019 pandemic. Taking into account the relevance of the chosen topic, publications of leading domestic scientists on the problems of formation and further CSR development are analyzed in this paper. In their investigations, the authors emphasize the need to strengthen social responsibility of all economic entities and identify tools for socially responsible behavior of employers to improve the welfare of employees and their families. The paper identifies that there is an urgent need for changes in understanding the social responsibility concept on different levels, both on macro level and individual organization level, and its employees. Different approaches to the formation of the concept of corporate social responsibility in personnel management are investigated in this paper. Different interpretations of social responsibility and the reasons for the need to strengthen it in modern economic development are given. The author's own interpretation of social responsibility in personnel management is formulated. The main directions for the implementation of social responsibility in the personnel management system are defined. The experience of leading Ukrainian companies in various fields of activity, particularly, media industry, mobile communications, banking sector, retail network concerning their existing practices of social responsibility in personnel management is considered. The role of personnel departments (services) in the development and implementation of social responsibility measures is investigated. As the result of carried out investigation, the areas for strengthening social responsibility in the field of personnel management are identified.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Henda Kacem ◽  
Mohamed Ali Brahim Omri

Purpose This paper aims to investigate the question concerning whether tax incentives motivate companies to be socially responsible. This study, specifically, examines the impact of tax incentives for corporate social responsibility (CSR) on the societal practices of Tunisian companies. Design/methodology/approach This study uses multiple regression models to assess the effectiveness of tax incentives for companies to take responsible actions. The study was conducted on 71 Tunisian companies operating in different sectors. Findings The results reveal that there is a negative and significant association between tax incentives and CSR practices. Therefore, there is an inefficient use of these types of incentives. Practical implications The results of the study have important implications for investors and regulatory basis wishing to enhance CSR by giving tax incentives. Investment in social responsibility may improve the corporate culture and reduce the conflict in companies. Originality/value The theoretical contributions relate mainly to the originality of the conceptual model developed, to the literature review and to the theoretical foundations mobilized. In fact, the originality of this research is justified by the scarcity of previous study dealing with the relationship between tax incentives and CSR. Thus, to the best of the authors’ knowledge, this study is one of the first to investigate the impact of tax incentives for CSR on CSR practices.


2021 ◽  
Vol 34 (06) ◽  
pp. 1720-1729
Author(s):  
Anna Evgenievna Gorokhova ◽  
Luiza Tagirovna Eskerkhanova ◽  
Andrey Nikolaevich Shishkin

The purpose of the present study is to identify the main advantages and problems of remote work for both employers and employees, and possible ways to solve them. The article shows a significant number of studies dealt with non-standard forms of labor organization, clarifies the essence of remote work, and examines the main aspects for its effective organization. The main advantages and problems of remote work for employers and employees, as well as possible ways to solve them, are identified based on an expert survey involving 36 experts. According to the conducted study, it can be concluded that the acceleration of scientific and technological progress and adverse epidemiological conditions contribute to the spread of remote work worldwide. This phenomenon has two aspects. On the one hand, remote work, firstly, reduces the unemployment rate and improves the image of the company; secondly, offers flexible working hours; thirdly, protects/retains customers and saves time/transport costs. On the other hand, remote work is associated with the difficulty in maintaining efficiency and teamwork at a high level; secondly, it restricts communication, makes it impossible to perform certain tasks at home; and thirdly, remote work leads to insufficient physical activity, causes difficulties with integration into the corporate culture, etc.


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