Organizacijų socialinės atsakomybės ir žmogiškųjų išteklių vadybos sąsajų tyrimas

Abstract

The social context in which business operates at the beginning of 21st century is uncertain, complex and dynamic. Companies will fail to convince stakeholders that they are serious about corporate social responsibility (CSR) unless they can demonstrate that their policies consistently achieve the desired social, environmental and ethical outcome. As it employees – rather than the board or the consultancy firm – who carry the main burden of responsibility for implementing ethical corporate behaviour in the daily working life of the company, the achievement of those outcomes will largely depend on employee willingness to collaborate. The stakeholders of every company can be divided into three main groups: employees and business partners (those who know the company best); community (those who know company directly – e.g. industry, investors, academic institutions, etc.) and society (those who know company by reputation). The first group is the one which is able to make the greatest impact on company so the analysis of it can bring us to deeper understanding, how it’s willingness to cooperate influences the CSR issues. Human resource management (HRM) is a distinctive approach to the management of employees that seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce using an array of cultural, structural and personnel techniques. Employees are seen not as a cost to be managed, but as an asset to be developed – a key stakeholder of the firm. The aim of HRM is to use practices that assist in the development of innovative, flexible and committed employees.

Philosophy of total quality management (TQM), which commits to a focus on continuous improvements of product and services with the involvement of the entire workforce, involves both – CSR and HRM in striving to fulfil the principles of TQM. It follows that this paper examines the relationship between CSR and HRM and the situation in Lithuanian companies – how employees are willing to engage in the CSR activities. Different researches demonstrate that CSR initiatives have a positive impact on employee morale, motivation, commitment, loyalty, training, recruitment and turnover. Getting the employment relationship right is a precondition for establishing effective relationships with external stakeholders. Also the CSR may increase attractiveness to current and prospective employees. The research methodology employed for analyzing the opinion of Lithuanian job market employees was a sample survey. The main objective of the research – to measure the employees’ knowledge concerning CSR, their involvement in CSR activities, what are their expectations and if they are willing to contribute. Sampling population includes employees from companies, who have ISO 9001:2000 certificates. According to different sources of information and different researches, CSR provides HR with opportunities. It provides a further opportunity to contribute to business success and employee satisfaction and performance. It also provides additional opportunities to contribute to community wellbeing. Research of Lithuanian workforce results showed, that Lithuanian employees are quite well informed about socially responsible practices and they are willing to contribute and realize the opportunities offered.