Jesús Barrena-Martínez

Research proposal on the relationship between corporate social responsibility and strategic human resource management

The purpose of this study is to develop a conceptual framework in order to analyse the relationship between corporate social responsibility and strategic human resource (HR) management. Thus far, both disciplines have advanced in isolation. Therefore, this paper aims to examine if a combination of these research lines can provide competitive advantages for enterprises. Specifically, we will analyse how a socially responsible orientation in the HRs practices can contribute to the achievement of these advantages through performance variables, such as work environment and intellectual capital.

Towards a configuration of socially responsible human resource management policies and practices: findings from an academic consensus

Abstract The integration of socially responsible behaviour has become a strategic priority for companies in recent years. Academic contributions that merge the fields of corporate social responsibility (CSR) and human resource management (HRM) have been expanding, demonstrating a broad sweep of benefits reflected in greater levels of commitment, motivation, and performance by employees. However, little has been clarified about what academics and business management understand to be a configuration of socially responsible human resource management (SR-HRM) practices. This paper aims to define and provide an initial academic approximation of a set of socially responsible human resource practices. In order to accomplish this objective, a content analysis was conducted based on a review of the literature, CSR reports, and international CSR standards such as the Global Reporting Initiative and ISO 26000. The theoretical findings were supported by a panel of experts who inspected them over three rounds of reviews. The sample for the study was created by consulting the academic literature, strengthened by the input from the panel of experts. The results show an academic consensus of 80%, and support the existence of a valid configuration of 8 socially responsible human resource policies divided into 32 practices.

Attitudes of University Students Regarding Potential Conflicts in Socially Responsible Companies

Corporate social responsibility (CSR) is increasingly viewed as a strategic management tool for companies to draw in candidates. In this arena, international responsible rankings such as ‘The Great Place to Work’, ‘Family Responsible Employer Index (FREE)’ or ‘The Best Companies for Working Mothers’ put emphasis on the value of responsible behaviours, not only for surviving in the market, but also to ‘win the war for talent’. Using a sample of Spanish University students, this research aims to analyse the process of selecting responsible organizations to work and whether there is a possible future conflict of interest by students between their own and organizational values. Surprisingly, the university students assessed two opposing situations with the highest values: of looking to change employer and of letting time pass in order to ignore the conflict. The implications of the students’ assessments and the related factors which affect their decision-making criteria are explored in this article.

Emotional Capital in Family Businesses: Decisions from Human Resource Management Perspective

Nowadays, family businesses (FBs) have become a distinctive organizational model, not only for preserving the values of their founders in times of technological, political and economical changes but also for fostering a different kind of organization surrounded by emotional ties. This is particularly interesting to the human resource management (HRM) area, because managers must take decisions aimed at achieving economic and financial goals, which often affect the emotional stability of family members. Regarding this issue, the term emotional capital (EC) appears as a set of assets based on the emotions that the organization has developed over time with their employees. This chapter examines, from the HRM perspective, how human resource choices can be affected in order to preserve a positive EC for organizations. Due to the social implications emotions have in HRM, the chapter also links corporate social responsibility (CSR) as an important management strategy, focused on meeting employees and social concerns, as a way to strengthen the emotional bonds in companies. The literature review and institutional reports pointed the characteristics of FB in Spain, describing how companies could design human resource policies and practices aimed at keeping EC. Finally, the configurational approach of HRM is used to explain the design of the best possible human resource practices adapted to a particular context like FB.