دانلود رایگان مقاله انگلیسی عملیات اجتماعی مسئولانه HR و اثرات آن ها بر سلامت کارکنان: شواهد تجربی از اسپانیا - الزویر 2018

abstract

Corporate social responsibility towards employeeshas beenpromoted by international organizations that produced recommendations, conventions, principles and other documents to enhance job quality and wellbeing at work. However, much is still unknown about their effects. This article empirically analyses the effectiveness of several practices of human resource management, which are “responsible” according to those international institutions, in relation to three well-known dimensions of employees’ wellbeing at work: job stress, job satisfaction and trust in management. The empirical analysis is conducted for the case of Catalonia using information from the Quality of Work Life Survey for 2007. The results show that, in general, higher job quality increases employees’ wellbeing at work, but some practices are more effective than others for each specific wellbeing dimension. It is also noteworthy that some practices, such as job security and good environmental working conditions, seem to positively affect all domains of employees’ wellbeing at work.

6. Discussion and conclusions

The objective of this article was to analyze if being “responsible” in the management of employees, in the sense of applying the type of practices which are considered “responsible” according to international and national institutions and organizations, contributes to enhancing employees’ wellbeing at work. Although there are studies on job satisfaction, trust in management and job stress, they do not approach the issue from a CSR perspective. Moreover, they tend to consider only a small group of human resource practices and only one outcome. And in the case of Spain, most research has been limited to the analysis of job satisfaction.

CSR introduces a moral management of employees, and governments seem committed to it. This is the case of the Spanish government. However, with the economic crisis, political action has basically been aimed attrying to create jobs rather than on improving job quality and encouraging socially responsible management of employees. Evidence provided by this study can be useful for future action in line with CSR, while waiting for more recent data to be available (unfortunately, the QWLS is not available for recent years; it ends in 2010).

As expected, positive practices have a positive influence on wellbeing, and some results are in accordance with previous research from the mainstream HRM approach and from economic perspectives of employees’ job satisfaction. In general, it is quite common to encounter that socio-demographic variables are not so rele vant for explaining differences in wellbeing as may be originally expected when no job quality measures or labour practices are considered in the analysis. It has also been found that in some cases “responsible” practices are more effective for enhancing employees’ wellbeing than “high performance work practices”. In our analysis the explanatory variables included cover nearly the whole spectrum of the areas of job quality, not only some of them. Therefore, the effects of each of them are considered in the analysis, given that the effects of the other job quality practices are already included and taken into account. This contributes to a broader image of the impact of practices, compared to when only some of them are considered in the analysis.