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An Employee-Centered Model of Corporate Social Performance

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  • Van Buren III, Harry J.

Abstract

Although the concept of corporate social performance (CSP) has become more clearly specified in recent years, an analysis of CSP from the perspective of one particular stakeholder group has been largely ignored in this research: employees. It is proposed that employees merit specific attention with regard to assessments of corporate social performance. In this paper, a model for evaluating and measuring CSP at the employee level is proposed, and implications for evaluating contemporary employment policies and practices are offered. An iterative process for systematically including normative content in the CSP model across stakeholder groups is also offered.

Suggested Citation

  • Van Buren III, Harry J., 2005. "An Employee-Centered Model of Corporate Social Performance," Business Ethics Quarterly, Cambridge University Press, vol. 15(4), pages 687-709, October.
    • Handle: RePEc:cup:buetqu:v:15:y:2005:i:04:p:687-709_00
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    Cited by:

    1. Alan Muller & Gail Whiteman, 2016. "Corporate Philanthropic Responses to Emergent Human Needs: The Role of Organizational Attention Focus," Journal of Business Ethics, Springer, vol. 137(2), pages 299-314, August.
    2. Herrera Madueño, Jesús & Larrán Jorge, Manuel & Lechuga Sancho, María Paula & Martínez-Martínez, Domingo, 2016. "Responsabilidad social en las pymes: análisis exploratorio de factores explicativos," Revista de Contabilidad - Spanish Accounting Review, Elsevier, vol. 19(1), pages 31-44.
    3. Yucheng Zhang & Yuyan Zheng & Long Zhang & Shan Xu & Xin Liu & Wansi Chen, 2021. "A meta-analytic review of the consequences of servant leadership: The moderating roles of cultural factors," Asia Pacific Journal of Management, Springer, vol. 38(1), pages 371-400, March.
    4. Khadija Bouraoui & David Talbot & Marc Ohana, 2019. "La justice déontique et l'engagement des salariés envers l'organisation. Cas d'un hôpital tunisien," Post-Print hal-02880921, HAL.
    5. Wen Wang & Roger Seifert, 2020. "BAME Staff and Public Service Motivation: The Mediating Role of Perceived Fairness in English Local Government," Journal of Business Ethics, Springer, vol. 161(3), pages 653-664, January.
    6. Maria Järlström & Essi Saru & Sinikka Vanhala, 2018. "Sustainable Human Resource Management with Salience of Stakeholders: A Top Management Perspective," Journal of Business Ethics, Springer, vol. 152(3), pages 703-724, October.
    7. Kenneth Ateng’ Nyagiloh & James M. Kilika, 2020. "Theoretical Review of Turnaround Strategy and Its Organizational Outcomes," International Business Research, Canadian Center of Science and Education, vol. 13(2), pages 1-13, February.
    8. Zana Prutina & Dzevad Sehic, 2016. "Employees’ Perceptions Of Corporate Social Responsibility: A Case Study Of Award Recipient," Economic Thought and Practice, Department of Economics and Business, University of Dubrovnik, vol. 25(1), pages 239-260, june.
    9. Dr Geoff Walters & Dr Richard Tacon, 2011. "Corporate Social Responsibility in European Football - A report funded by the UEFA Research Grant Programme," Birkbeck Sports Business Centre Working Papers 4, Birkbeck College, Department of Management.
    10. Harry Buren & Michelle Greenwood, 2013. "The Genesis of Employment Ethics," Journal of Business Ethics, Springer, vol. 117(4), pages 707-719, November.

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