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ddenly we observe many “qualifications” focus exclusively in the promotion of the “good working environment”. Two of the most famous awards are the “great place to work” and the “100 Best Companies to Work For”. These awards are made not to promote the practices inside the corporation but mostly to attract future employees and show their commitment to good HR practices to the society. Skinner (2002) in his study on Novo Nordisk, a high-value CSR company in Denmark, showed that after launching their values programme with objectives for sustainable development and ethical behavior, they saw a 5% drop in staff turnover. Thornton (2008) also notes that stuff turnover can result, except bad reputation and loss of competitiveness, increased operating costs; since new stuff should be hired and recruiting costs will apply.

 New training costs and loss of adjustment time will increase more the costs of turnover. Also it is evident (World Business Council for Sustainable Development) that most of the employees that raise ethical and environmental issues, so these are those who are willing to turnover due to lack of CSR, are graduates and high skilled. That means that the cost for their replacement is even bigger and the process more time-consuming than replacing a low-skill worker. Furthermore Aspen Institute’s 2007 study of MBA students find that they are highly interested into finding a job that will allow them to contribute to the society. It is evident that MBA students are part of the best and brightest future leaders and executives. Many companies would like to be in their preferences.

Inside the corporation, among the current employees, the benefits are equally important. GlobeScan 2002 survey showed that eighty percent of the employees of a social responsible company felt more motivated and loyal towards their employer. Satisfied employees are the best word-off moth for their company and the best answer to costumers complains. If the employees are turning against their company and are unsatisfied the results for the company’s reputation will be really bad. As it is successfully noted (S.Sharma, J. Sharma and Devi, 2009) “stuff can become brand ambassador of the organization”. Sirota Survey Intelligence (2007) also evident that employees that are satisfied with the company’s commitment to social and environmental behavior, are more positive and more likely to be engaged and more productive.

对于企业社会责任的人力资源管理措施案例–椰子垫---HRM initiatives towards CSR – The case of Coco-Mat

After trying to explain the connection of HRM and CSR we will now examine some initiatives from the departments of HR towards CSR. The case of Coco-Mat will be now used to explain some of the programmes and to see some of the possible initiatives that a company can include to their strategy. Keeping in mind that Coco-Mat is a mattress manufacture and sales company, we can understand that there are many different categories of employees. Administrative staff, workers, sales and executives. Coco –Mat is an international company with retail stores in multiple countries in Europe and Asia. They are awarded multiple times for their sustainable strategy and their CSR practices from many international and national boards, including EU Department of Public Health and Safety in Work Environments and the Henry Ford Foundation. Coco-Mat is also part o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。