Corporate Social Responsibility archivos -

An analysis of CSR in human resource management practices and its impact on employee job satisfaction in Catalonia, Spain

Dolors Celma, Esther Martínez-García and Josep Mª Raya

DOI: 10.26595/eamr.2014.3.1.3

Abstract

Incorporating Corporate Social Responsibility (CSR) into HRM may be a way of integrating employee wellbeing within the workplace. This article provides an empirical analysis of the impact CSR human resource management practices (HRMP) have on job satisfaction (JS). Our aim is to determine which practices contribute most to enhancing employee JS. In an attempt to be as comprehensive as possible, the analysis includes a broad array of HRMP and different dimensions of JS as well as overall JS. Results taken from a representative sample of 1,647 Spanish employees in Catalonia show that in general CSR in HRMP increases JS; some practices (such as wage level) are only relevant for specific dimensions of JS, while others (such as job security) stand out due to their positive effects on all or the majority of JS dimensions. Implications for policymakers and firms interested in attracting and retaining employees by creating high JS are discussed.

Keywords

Job satisfaction
Corporate Social Responsibility
Human resource management
Dimensions of job satisfaction
Job quality

Download Article

Use of accounting in company collective agreements. Proposal for a new salary review model in the context of corporate social responsibility and stackeholder theory

Pablo Aguilar Conde, Begoña Prieto Moreno and Alicia Santidrián Arroyo

DOI: 10.26595/eamr.2014.2.2.1

Abstract

Our purpose here is to analyze how salary reviews are established in Collective Bargaining Agreements, while arguing the case for a new salary review model that reinforces the link between wage-setting mechanisms and changes in productivity.

The thinking behind Spanish labour and mercantile legislation promotes changes to salary review methods in Collective Bargaining Agreements, based on both agency and stakeholder theory.

Our proposal for a new model will join the interests of directors and those of other employees. The rewards produced by the work of each group will be based on the business value generated by all internal stakeholders of the company: shareholders, directors and employees.

Labour relations are certainly moving towards a scenario that makes it desirable to achieve common goals, in which companies can distribute their benefits to all of their stakeholders: principally shareholders, directors, and employees, as we propose in this paper.

Keywords

Collective business agreement
Stakeholders
Corporate social responsibility
Business profits
Accounting information

Download Article