دانلود رایگان مقاله مسئولیت اجتماعی شرکت و داوطلب گرایی کارمند

Abstract

Employee volunteerism as a practice of corporate social responsibility aids corporations by strengthening employee satisfaction and retention internally and by strengthening corporate reputations and connections with stakeholders externally. Of particular interest are the specific practices and procedures used by companies to encourage and support volunteer activities of their employees. We reviewed publicly available documents of Fortune’s 100 Best Companies to Work For ranking to gain insight into how these best companies practice employee volunteerism and whether they link employee volunteerism to their corporate social responsibility strategy. We propose a connection of the position and importance of employee volunteerism in the corporate practices of social responsibility. Our findings suggest that many highly regarded companies specifically link employee volunteerism to their corporate social responsibility strategy. These companies also utilize similar practices to encourage and support employee volunteerism. We highlight the practices that managers could consider to support their corporate social responsibility efforts and offer several suggestions for future consideration.

.3. Caveats regarding EVPs

While there are numerous benefits of EVPs found in the companies on Fortune’s list, there are some cautionary factors that need to be taken into account. The initial investment in an EVP requires sufficient political and financial capital to ensure success. Additional considerations include the degree or lack of appropriate skill sets among employees, difficulties in communicating the exact nature of the program, and the limits to and scheduling details of time off for volunteering, as well as the importance of communicating that it is a voluntary activity versus mandatory participation which can create legal problems regarding the Fair Labor Standards Act (Grensing-Pophal, 2013). Another concern is the corporate liability for injury to employees or others during the volunteer time. Care should also be taken to ensure that the specific type of employer support offered aligns with the support that employees actually need. For example, women are more likely to volunteer when forms of support ease their time constraints, such as flexible work hours and time off (MacPhail & Bowles, 2009). Employers need to be cognizant that all forms of support are not equal and that resources may be wasted when forms of support are not aligned with employee needs. Furthermore, some volunteer issues may be politically, socially, or religiously controversial. This may create tension within the organization if volunteers are asked to participate in causes they do not support or with organizations to which they object. Such issues can be mitigated by establishing clear policies about the type of organizations the corporation will support through volunteering. It is also possible that some company volunteers may become overly involved with the entity that is the target of the volunteerism and devote more time than originally allotted. This is a particular problem with pro bono work if the scope of the volunteer work is not carefully defined. Although it is important to be aware of these caveats, the potential benefits that EVPs offer to employees, companies, and communities are not to be understated.