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|Title:||Socially responsible human resource practices: disclosures of the worlds best multinational workplaces||Authors:||Frangieh, Charbel
Khayr Yaacoub, Hala
|Affiliations:||Department of Business Administration||Keywords:||CSR
Social responsible human resource practices
|Issue Date:||2019||Part of:||Social responsibility journal||Volume:||15||Issue:||3||Start page:||277||End page:||295||Abstract:||
Purpose – This paper aims to explore the socially responsible human resource practices disclosed by the ''Worlds Best Multinational Workplaces, with the aim of facilitating the benchmarking of these disclosed practices. Design/methodology/approach – Using the ''Worlds Best Multinational Workplaces list was a strategic decision in this study due to the rigorous methodology used in the preparation of the list as it concentrated largely on the employees feedback, thus ensuring that these listed companies are actually top workplaces. Both manifest and latent content analysis, are applied on 23 of the 25 listed Multinational Corporations websites and reports, and company reviews done on these companies by the Great Place to Work for to pinpoint the social responsible human resource practices. Findings – Most of the practices disclosed are oriented toward enhancing the employees work experiences whether that happened through improving their employment conditions or through having a diverse and inclusive workplace. Thus, the employee-oriented human resource management practices got the lions share of the disclosures, rather than the legal or the Corporate social responsibility–human resources facilitation components. Research limitations/implications – The practices that are already used at small and medium enterprises within national contexts were not covered in this study. Practical implications – It is assumed that businesses can benefit from the practices of these MNCs which are considered as great places to work for, and as pioneers in their socially responsible human resource approaches. Originality/value – This study is likely to fill an important gap in the corporate social responsibility literature, which gave pint-sized attention to the internal stakeholders, rendering the academic coverage of employee-related practices scarce if not absent.
|URI:||https://scholarhub.balamand.edu.lb/handle/uob/2550||DOI:||10.1108/SRJ-11-2017-0226||Ezproxy URL:||Link to full text||Type:||Journal Article|
|Appears in Collections:||Department of Business Administration|
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