Man's Search for Meaning: An Introduction to Logotherapy.

Organizational Behaviour - I

Despite the relevance of human resources in the management of Corporate Social Responsibility (CSR), confusion and theoretical chaos are still evident in the area. This manuscript provides a systematic review of the link between CSR and Human Resource Management (HRM), stressing the main topics along with the evolution and tendencies founded in this field. SciMAT was used to conduct a conceptual science mapping analysis based on co-word bibliographic networks. From 2006 to 2019, 194 documents were retrieved from the Web of Science. Considering the last period (2017–2019), the motor themes (those which are well-developed and relevant for the structure of the research field) were environmental management (including green HRM), sustainable HRM and pro-environmental behaviour. Socially responsible HRM (SR-HRM) was a basic theme (important, although not developed). Perceived organisational support was a specialised theme (well-developed, although less important), and employee commitment was an emerging theme (both weakly developed and marginal). In addition, a review of the measurement tools used in the main topics extracted from the previous analysis was carried out. Our analysis will help inform researchers and practitioners on the future of CSR and HRM and the previous efforts in the creation of measurement instruments.

Mapping the Link between Corporate Social Responsibility (CSR) and Human Resource Management (HRM): How Is This Relationship Measured?

Purpose – The authors want to study the connection between institutional theory and corporate social responsibility (CSR) in the set of hotels with three, four and five star situated in Galicia (Spain) and in the Northern region of Portugal The authors aim to see whether there is a contrast of isomorphic behaviour in the institutional context of both regions Design/methodology/approach – A quantitative study in which the authors apply the partial least square (PLS) technique, a methodology based on structural equations models using the software Visual-PLS The authors intend to study the relationships between the pressures of institutional context and CSR practices, together with the relationship between legitimacy and these practices The focus of the proposed model is based on the system theory Findings – The main findings of this research clearly show that hotels are incorporated into an institutional context marked by enforced and regulatory pressures Research limitations/implications – The propos

Institutional context and hotel social responsibility

Corporate social responsibility is a form of corporate self-regulation integrated into a business model. CSR policy functions as a built-in, self-regulating mechanism whereby business monitors and ensures its active compliance with the spirit of the law, ethical standards, and international norms. The goal of CSR is to embrace responsibility for the company's actions and encourage a positive impact through its activities on the environment, consumers, employees, communities, stakeholders and all other members of the public sphere. CSR-focuses on businesses would proactively promote the public interest by encouraging community growth and development, and voluntarily eliminating practices that harm the public sphere, regardless of legality. CSR is the deliberate inclusion of public interest into corporate decision-making which is the core business of the company or firm and honours the triple bottom line that is people, process and profit. This paper will make us aware about the various approaches and models of corporate social responsibility.

Role of human resource management in corporate social responsibility

Every society is based on humans, being also essential factors of the social responsibility (SR), which is an important predecessor of the organizational performance. SR supports informal systemic behavior aimed at requisite holism of behavior of influential persons and their organizations; it leads towards creativity-based well-being (CBWB) of humans in organizations and in society. This matters: people with CBWB live and work better. Links between CBWB, SR and human resource management (HRM) and the influence of SR and HRM on organizational performance from aspects of growth, development and finances are demonstrated empirically. Copyright © 2014 John Wiley & Sons, Ltd.

Social Responsibility, Human Resource Management and Organizational Performance

The purpose of this study is to introduce Sustainable Socially Responsible Society 6.0 as a new concept that is supposed to extend ‘Corporate Social Responsibility’ to the entire society for humankind to gain a new chance to survive beyond the dangerous neoliberalism that abuses the market and democracy to the benefit of very few humans—the richest one percent and a few around them—and beyond Society 5.0. This study aims to define the framework conditions of ‘Well-being Society 6.0’, where humans can both achieve and define their targeted quality of life, including work–life balance, etc. Mulej’s Dialectical Systems Theory provides requisite (i.e., sufficient and necessary) integrity/holism of approach that leads to a Sustainable Socially Responsible (SSR) Society without overlooking the necessity of personal, including managerial, responsibility. Most humans try to satisfy their basic survival needs by management, which is requisitely holistic; it can and shall contribute to setting the framework conditions, foremost with non-technological innovation management. The Economy for the Common Good can contribute to SSR Society 6.0, including ‘Well-being society’. In addition, in 2019–2021 humankind is experiencing the ‘new Corona Virus’ crisis, killing millions, but also enabling a crucial step toward a well-being society by returning worldwide economic governance from neoliberalism to Keynes-based state capitalism with no loud objections.

The Sustainable Socially Responsible Society: Well-Being Society 6.0

Spiritual intelligence, as philosophy of company's management, is changing the meaning and purpose of conducting business. Upgraded with spiritual capital it is representing awareness of higher purpose than just profit, and is also a basis for achieving a psychical well-being of employees, which stimulates creativeness, innovativeness, and consequentially, the competitiveness of company. In this article we focus on spiritual intelligence and capital, which we connect to psychical well-being of individual. Our objective is to examine the non-technological phenomena to requisitely holistically manage human resources in organizations; economic and business theories are one-sided. Psychical well-being is determined by hedonistic (emphasis on subjective well-being) and eudaimonical (emphasis on self-realization) perspectives.. Comprehensions of both approaches are combined in psychical well-being of individual, which determines his/her satisfaction, creativeness and productiveness. Methodology applied is qualitative analysis and literature review focused on the field of HRM, human holism including spiritual intelligence, well-being, management, and systems theories.

Connection Between the Psychical Well-Being and Spiritual Intelligence as Factors of a Requisitely Holistic Management

Social responsibility (SR) is a complex human attribute applied to various degrees, means and ends in the social sciences, personal and managerial practices. This problem was only partly resolved by the new ISO 2600 standard on social responsibility, published in November 2010, with two novelties: the interdependence and holistic approach as the linkage between the 7 principles and core subjects (organizational governance, human rights, labor practices, the environment, fair operating practices, consumer issues, and community involvement and development).SR is defined as one’s responsibility for one’s impact on society (EU, 2011). Corporate SR expresses SR of its influential persons. Does and to which extent SR contributes to the successfulness of the organizations was the main research question of the structured interviews and surveys conducted in 2409 selected Slovenian organisations, in which their managers and employees were involved. The following hypothesis was tested: (C)SR in Slovenia is based on four fundamental attributes (good relationships with broader environment, relationships with employees, customer relationships, and leadership/ company policy).

Amna Potočnik

Papers

Social Responsibility, Human Resource Management and Organizational Performance

The Sustainable Socially Responsible Society: Well-Being Society 6.0

Connection Between the Psychical Well-Being and Spiritual Intelligence as Factors of a Requisitely Holistic Management

Social responsibility in Slovenia

Empirical Data about Social Responsibility in Slovenia.