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The profitable relationship among corporate social responsibility and human resource management: A new sustainable key factor

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  • Rosa Lombardi
  • Simone Manfredi
  • Benedetta Cuozzo
  • Matteo Palmaccio

Abstract

Corporate social responsibility (CSR) has been increasingly investigated assuming several perspectives. In this scenario, human resources and particularly employees are the most relevant groups of stakeholders playing a key role in all kind of organizations. Thus, this paper aims at investigating the profitable connection between CSR and human resource management (HRM). We investigate which factors determine responsible and sustainable practices in the management of the employees’ typology contracts guaranteeing CSR and its principles. The employees’ contract typology is recognized as a sustainable key factor in influencing corporate performance. Through an empirical analysis in the football industry, we investigate if the work contracts’ average duration by football players affects the performance of their clubs. Our results demonstrate that organizations assuming stabilization and long timing in the employees’ contract are going to achieve sustainable performance assuring socially responsible practices and CSR. The awareness of the existence of a correlation between the duration of the contract and the company performance could be exploited by managers of all organizations in identifying the optimal strategy and the effectiveness in the implementation of CSR. Thus, a new sustainable key factor in assuring CSR and HRM is proposed: the employees’ contractual horizon/timing.

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  • Rosa Lombardi & Simone Manfredi & Benedetta Cuozzo & Matteo Palmaccio, 2020. "The profitable relationship among corporate social responsibility and human resource management: A new sustainable key factor," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 27(6), pages 2657-2667, November.
    • Handle: RePEc:wly:corsem:v:27:y:2020:i:6:p:2657-2667
    DOI: 10.1002/csr.1990
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    2. Aneta Maria Pisarska & Joanna Iwko, 2021. "The Aspects of Corporate Social Responsibility in the Job Candidates’ Recruitment and Selection Processes in a Teal Organization," Sustainability, MDPI, vol. 13(23), pages 1-23, November.
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    4. Sanja Pekovic & Marcus Wagner & Sebastian Vogt, 2022. "Differential effects of corporate social responsibility on downsizing: Evidence from the United States," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 29(4), pages 1021-1033, July.
    5. Jie He & Alastair M. Morrison & Hao Zhang, 2021. "Being sustainable: The three‐way interactive effects of CSR, green human resource management, and responsible leadership on employee green behavior and task performance," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 28(3), pages 1043-1054, May.
    6. Antonio Fusco & Graziana Galeone & Federico Schimperna & Rosa Lombardi, 2021. "The impact of Gender diversity on Healthcare System and Leadership: A first SLR for the future research," MECOSAN, FrancoAngeli Editore, vol. 0(120), pages 7-19.
    7. Rongtitya Rith & Riccardo Spinelli, 2024. "Examining the X factor of corporate social responsibility in professional football clubs: An integrative literature review," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 31(4), pages 3487-3501, July.
    8. Farid Ahammad Sobhani & Amlan Haque & Shafiqur Rahman, 2021. "Socially Responsible HRM, Employee Attitude, and Bank Reputation: The Rise of CSR in Bangladesh," Sustainability, MDPI, vol. 13(5), pages 1-17, March.

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