3.1.5 Linkages of CSR Performance with Organizational Performance CSR and Social Change Legislation and CSR

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Eunice Fitzgerald
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1 Contents 1 Attractive Work in a Globalized Context Introduction Conceptualizing Attractive Work Attractive Work in the New Economic Context of India Attractive Work in the Swedish Context Factors Influencing Perception of Attractive Work in India and Sweden Attractive Work Across Types of Industries/Sectors Concomitants of an Attractive Workplace Making the Workplace Attractive Through Organizational Values References Employer Branding and Attractive Work Employer Branding and Attractive Work Perspectives on Employer Branding The Concept of the Employer Brand and Organizational Attributes Employer Branding and Values The Process of Employer Branding from an HRM Perspective References Corporate Social Responsibility and Equal Opportunities for Men and Women as Organizational Values Corporate Social Responsibility Approaches to Understanding CSR Who and What Determines the Nature of CSR Impact of CSR CSR as a Business Strategy xi

2 xii Contents Linkages of CSR Performance with Organizational Performance CSR and Social Change Legislation and CSR Communicating CSR Organizational Culture and CSR Practices The Indian Context CSR in the Swedish Context Equal Opportunities for Men and Women in the Organization (EO) The Era of Gender Change in India and Sweden Gender Gaps Remain Gender Segregation in the Labour Market Organizational Culture and Gender Regimes References Multicultural Perspectives on Attractive Work Why Culture Is Important in Studies of Attractive Work Exploring Whether Values Are Universal or Context-Specific Two Approaches Choice of Contexts Nations Sectors Gender Research Questions and Analysis Strategy Summary of the Contextual Approach Concluding Remarks References Study Design and Methodologies Values as Perceived Organizational Practices Challenges Associated with Cross-cultural Research The Necessity of Measurement Equivalence Different Types of Threats to Measurement Equivalence Procedures to Identify Measurement Equivalence Measurement Invariance Empirical Studies and Major Research Questions The First Survey Questionnaire Study Study Design and Sample Instruments... 89

3 Contents xiii Analysis The Dimensionality of CSR Practices in Study Testing for Measurement Equivalence in CSR Practices in Study The Dimensionality of EO Practices in Study Testing for Measurement Equivalence in EO Practices in Study Cognitive Interviews with Managers Cognitive Interviews Participants Procedure The Second Survey Questionnaire Study Sample Instruments Analysis The Dimensionality of CSR Practices in Study Testing for Measurement Equivalence in CSR Practices in Study The Dimensionality of EO Practices in Study Testing for Measurement Equivalence in EO Practices in Study Reliability of the Final Measures for Perceptions of CSR and EO Practices Putting All Scores on a Common Scale Aggregation and Sharedness Screening for Extreme Observations Summary of Study Variables Interviews with HR Managers Summary References The Manufacturing Sector The Manufacturing Sector in India and Sweden Profile of Organizations According to Socio-demographic Characteristics The Indian Manufacturing Organizations The Swedish Manufacturing Organizations Conceptualization of CSR and EO CSR EO CSR and EO Policies in Practice Differences Between the Countries in Perceptions of CSR and EO

4 xiv Contents 6.6 Profiles of Sample Organizations on CSR and EO Differences Between the Countries in Perceptions of Attractiveness and Effectiveness Attractiveness and Effectiveness Across Sample Organizations Importance of Values for Attractiveness Summary and Discussion References The Information Technology Sector The IT Sector in India and Sweden Profile of Organizations According to Their Sociodemographic Characteristics The Indian IT Organizations The Swedish IT Organizations Conceptualizing CSR and EO CSR EO CSR and EO Policies in Practice Differences Between the Countries in Perceptions of CSR and EO Profiles of Sample Organizations with Regard to CSR and EO Differences Between the Countries in Terms of Attractiveness and Effectiveness Attractiveness and Effectiveness Across Sample Organizations Importance of Values for Attractiveness Summary and Discussion References The Education Sector The Education Sector in India and Sweden Profile of Organizations According to Their Sociodemographic Characteristics The Indian Educational Organizations The Swedish Education Organizations Conceptualizing CSR and EO CSR EO CSR and EO Policies in Practice Differences Between the Countries in Perceptions of CSR and EO Profiles of Sample Organizations with Regard to CSR and EO

5 Contents xv 8.7 Differences Between the Countries in Terms of Attractiveness and Effectiveness Attractiveness and Effectiveness Across Sample Organizations Importance of Values for Attractiveness Summary and Discussion References The Healthcare Sector The Healthcare Sector in India and Sweden Profile of Organizations According to Their Sociodemographic Characteristics The Indian Healthcare Organizations The Swedish Healthcare Organizations Conceptualization of CSR and EO CSR EO CSR and EO Policies in Practice Differences Between the Countries in Perceptions of CSR and EO Profiles of Sample Organizations on CSR and EO Differences Between the Countries with Respect to Attractiveness and Effectiveness Attractiveness and Effectiveness Across Sample Organizations Importance of Values for Attractiveness Summary and Discussion References Gender Equality in the Swedish Educational Sector: A Case Study on Swedish Academia Birgitta Jordansson 10.1 Introduction Swedish Academy from a Gender Perspective: History and Current State Political Striving for Gender Equality in a Swedish Academic Context Gender in a Meritocratic Organization Gender Policy Meets Academia Distinctions Between Equal Opportunities and Gender Equality: An Analytical Statement Organizational Prerequisites in Academic Settings Findings from the Interviews: Understandings of Gender Equality

6 xvi Contents 10.9 Gender Equality as Part of the Work Environment Challenging Core Activities Nature of the Tasks Summary References Attractive Values Across Sectors in Sweden and India Introduction Are Perceptions of CSR and EO Shared Between Managers in the Same Organization? Exploring the Impact of CSR and EO Practices on Managers Perceptions of Workplace Attractiveness and Performance Bivariate Correlations Multilevel Regression Analysis Exploring the Impact of National, Sectoral, Organizational and Gender Contexts on How CSR and EO Are Perceived National and Sectoral Context Organizational Context Gender Context What Matters Most? Cross-Cultural Validity of the Significance of CSR and EO for Workplace Attractiveness and Effectiveness Contingent on Country Contingent on Sector Universal or Context-Specific Impact Summary References Major Findings and Insights Introduction National and Organizational Context Major Findings on Perceptions of CSR and EO CSR and EO as Cultural Expressions CSR and EO as Part of an Attractive Organizational Culture Implications for Employer Branding Conceptualization of CSR and EO from Quantitative Data Conceptualization of CSR Conceptualization of EO Findings on CSR from Qualitative Data Understanding of CSR CSR Policies in Practice Findings on EO from Qualitative Data The Understanding of EO

7 Contents xvii EO Policies in Practice National Comparisons from Quantitative Data General Pattern of Variation Between Organizations in India and Sweden Differences Between India and Sweden in CSR Differences Between India and Sweden in EO Differences Between India and Sweden in the Impact of CSR and EO on Managers Ratings of Workplace Attractiveness and Performance Sector Comparisons from Quantitative Data Differences Between Sectors in CSR and EO Sector Differences in the Impact of CSR and EO on Managers Ratings of Workplace Attractiveness and Performance Gender Limitations Summary National Sectoral Organizational References Implications for Stakeholders and Recommendations for Attractive Work Introduction Generic Implications and Recommendations The Impact of Organizational Values Legislation and National Culture Strengthen Each Other Global and National Cultures Gender Aspects Specific Implications and Recommendations Implications for Employers and HR Specialists Implications for Potential Managers Implications for Policy Makers Implications for Researchers Conclusions References

chapter 2 corporate strategy and strategic HRM

STUDENT SUMMARY NOTES chapter 2 corporate strategy and strategic HRM Chapter overview Chapter 2 discusses the concept of strategic HRM (SHRM) and explores various themes associated with SHRM. It also introduces