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Corporate social responsibility and organizational attractiveness: implications for talent management

Corporate social responsibility and organizational attractiveness: implications for talent... PurposeTalent management is a 21st century concern. Attracting talented individuals to organizations is an important source for firm competitive advantage. Building on signaling theory we propose that corporate social responsibility can be an important tool for talent recruitment. Design/methodology/approachAcross two studies we find support for this hypothesized relationship. In Study 1 we manipulated a job advertisement to include information about CSR and tested it in two groups of 120 Masters students who would be in the job market within the year. We found that CSR was an important factor that increased organizational attractiveness. In Study 2 with 532 external talented stakeholders of 16 organizations we replicated and advanced our findings by testing whether perceptions of corporate social responsibility practices (internal and external) influenced perceptions of organizational attractiveness and if this relationship was mediated by organizational reputation. FindingsWe found that perceptions of internal CSR practices were directly related to both organizational attractiveness and firm reputation. However, perceptions of external CSR practices were related only to organizational attractiveness through organizational reputation. Research limitations/implicationsOne of the articles main limitations have to do with generalibility of our results and potential common method variance bias. Practical implicationsOur findings demonstrate that CSR can play an effective role in attracting potential employees, through enhancement of organizational reputation and organizational attractiveness. If organizations are willing to implement practices that protect and develop their employees, along with practices that improve the quality of the natural environment and the well being of the society, they can become an employer-of-choice. Originality/valueOur studies expand on the previous studies by including an experimental design, including two types of CSR practices and a mediating variable in our field study. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Social Responsibility Journal Emerald Publishing

Corporate social responsibility and organizational attractiveness: implications for talent management

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1747-1117
DOI
10.1108/SRJ-07-2015-0095
Publisher site
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Abstract

PurposeTalent management is a 21st century concern. Attracting talented individuals to organizations is an important source for firm competitive advantage. Building on signaling theory we propose that corporate social responsibility can be an important tool for talent recruitment. Design/methodology/approachAcross two studies we find support for this hypothesized relationship. In Study 1 we manipulated a job advertisement to include information about CSR and tested it in two groups of 120 Masters students who would be in the job market within the year. We found that CSR was an important factor that increased organizational attractiveness. In Study 2 with 532 external talented stakeholders of 16 organizations we replicated and advanced our findings by testing whether perceptions of corporate social responsibility practices (internal and external) influenced perceptions of organizational attractiveness and if this relationship was mediated by organizational reputation. FindingsWe found that perceptions of internal CSR practices were directly related to both organizational attractiveness and firm reputation. However, perceptions of external CSR practices were related only to organizational attractiveness through organizational reputation. Research limitations/implicationsOne of the articles main limitations have to do with generalibility of our results and potential common method variance bias. Practical implicationsOur findings demonstrate that CSR can play an effective role in attracting potential employees, through enhancement of organizational reputation and organizational attractiveness. If organizations are willing to implement practices that protect and develop their employees, along with practices that improve the quality of the natural environment and the well being of the society, they can become an employer-of-choice. Originality/valueOur studies expand on the previous studies by including an experimental design, including two types of CSR practices and a mediating variable in our field study.

Journal

Social Responsibility Journal – Emerald Publishing

Published: Aug 1, 2016

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