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As we have seen CSR is focused a lot on issues that include peoples, either employees or customers. Even the CSR programs that are not directly linked with people, such as environmental or social projects, as result always contribute to better living conditions of the general population.

Strandberg, Principal of Strandberg Consulting of Canada, defines (2009): “Human resource management is the organizational function that deals with recruiting, managing, developing and motivating people, including providing functional and specialized support and systems for employee engagement and managing system to foster regulatory compliance with employment and human rights standards.”. Epstein (2007) argues that even transnational companies “invest in host regions, employ best practices, respect human rights, develop an educated labor force, safeguard the environment, protect employee’s health, and they are forces for good in the development of these areas”. I will have to object to Epsteins’ argument, at least to a level, since there are multiple scandals according to transnational companies that don’t respect any of the above mentioned issues. On the other hand we cannot generalize and we can accept that Epsteins’ argument is valid for many of the companies. Last CIPD states that traditionally HR departments are responsible for employee behavior, relations with the trade unions and employment law.

Bearing in mind those definitions and descriptions of HRM we can see that many of the issues that HRM managers deal with are common with those of a CSR strategy. Indeed, as the CIPD introduce (CIPD guide), “Successful CSR programmes depend on enlightened people management practices. The HR department is responsible for many of the key systems and processes, on which effective delivery depends”. Later at the same guide CIPD supports that “Ethical issues have historically been seen as marginal academic debate about HRM”. It is obvious that HRM play a major role in CSRs strategy implementation into the company.

Now let’s see some of the common issues of CSR and HRM. A very important fact is that “job applicant and employee perceptions of the firm’s CSR determine their attractiveness towards the organizations” (Greening & Turban, 2000). Lockwood (2004) argues that “with the anticipated labor shortage in the next 10 to 25 year, attracting, developing, motivating and retaining talent, is very important. Correspondingly, CSR influences a company’s competitive advantage today through two key value drivers: 1) reputation and brand; 2) human capital”. So CSR is not only a good way to look good to your customers and to give back to the society, but it is also good to keep your valuable human capital. The rising quality of education and the amount of highly educated graduates is pulling the aspirations and the demands of the work force from the employers. As Murray (2008) states at his survey, more than one-third of responders pointed that more important than the salary is to know that they work for a caring and responsible company. Also half of them will leave from their employer if they realize that he lacks of good CSR policies. As Strandberg (2009) noted “people want to work for companies that walk their talk” referring to some companies that just declare their values and good working conditions without doing anything to implement them. For that reason su本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。