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Mark Campbell


HR Assignment 1-Annotated Bibliography

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Truscott, Rachel. “Corporate Social Responsibility as an Emerging Industry in

Australia: the ‘State of Play.’” Queensland University of Technology. Jul 2007.
ProQuest 5000. University of Western Australia, Perth, WA. 25 Mar. 2008

The author in conjunction with researchers from Queensland University of Technoogy, adopt
a case study approach in aims of revealing what processes ensure that corporate social
responsibility may be legitimately entailed into industry as well as exploring its current level
of institutionalisation. Through conducting research into emerging companies, the researchers
were able to identify key factors conducive toward the emerging industry that is corporate
social responsibility. Research indicates a key factor of the emerging CSR industry is the
presence of legitimacy, created through, in a social context, positive corporate actions and
situations. The researchers established their findings through a case study approach which
enabled them to expand on many already developed theories and research into the CSR
industry. The author acknowledges that this is only a preliminary step into fully
understanding the fundamental processes of CSR.

Jackson, Susan and Randall Schuler. “Understanding Human Resource Management in

the Context of Organizations and Their Environments.” Annual Reviews:
Psychology. 1995 AR Journals. University of Western Australia, Perth, WA. 25
Mar. 2008 <>

Susan Jackson, Department of Psychology NYU, and Randall Schuler, Department of

Management NYU, have conducted a study to outline the factors affecting effective human
resource management in the context of an organisation’s internal and external environments.
The authors emphasise how previous scholarly perspectives of HRM in context can aid future
research in the field. In conducting this study the authors note that they are only presenting a
simplistic model of the various contextual factors of HR. Furthermore, in conducting
research, the authors noted that it was difficult to find a definitive measure to how intently
various factors of the organisational environment affected HR policies, especially when
considering an organisation’s degree of social responsibility. However, the authors did note
how perspectives have changed considerably, especially from an external point of view, in
comparison to those formed through previous research attempts.

Fox, Adrienne. “Be an Insider On Social Responsibility.” HR Magazine 53.2 (2008):

75-77. ProQuest 5000. University of Western Australia, Perth, WA. 25 Mar. 2008
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Adrienne Fox, an associative editor of HR Magazine, indicates how corporate social

responsibility is an emerging business phenomenon and that by putting the organisation in a
positive CSR position can aid in profitability and developing a positive business image.
Effective HRM is an appropriate function to drive CSR as it has the power to align various
aspects of the organisation with those of an effective CSR strategy. The author suggests that
there is a definite opportunity for HR professionals, who can adopt an effective strategy, to
lead and drive a successful CSR position. The author calls on the opinions of some of the
leading experts in the field to postulate and reinforce the ideas presented. The opinions
presented agree with those presented in the case study by Truscott (2007) who indicated that
CSR needs to be driven by legitimacy and the creation of a positive organisational structure.
Fox suggests that these are key factors for driving CSR however corporate change needs to
flow from the top down rather than primarily from effective HR strategy.

Meisinger, Susan. “HR's Role in Social Responsibility and Sustainability.” HR

Magazine 52.12 (2007): 8. ProQuest 5000. University of Western Australia, Perth,
WA. 25 Mar. 2008. <>

Susan Meisinger, from the Society of Human Resource Management (SHRM), indicates a
significant shift in the way organisations view the concept of social responsibility. The author
suggests that human resource management (HRM) has a significant role to play in the
restructuring of organisational strategies more aligned to a stance of positive social
responsibility. The author makes reference to the SHRM’s 2007 study to suggest HR, in
conjunction with social responsibility, is at the forefront of organisational strategy. The
arguments presented are similar to those outlined by Fox (2008) and Truscott (2007).
However, the author suggests that to achieve a positive alignment between HR M and social
responsibility, a long term focus is needed.

Roper, Juliet and George Cheney. “Leadership, Learning and Human Resource
Management: The Meanings of Social Entrepreneurship Today.” Corporate
Governance. 2005: 95- ABI/INFORM Global. ProQuest 5000. University of Western
Australia, Perth, WA. 25 Mar. 2008.

In the article, Juliet Roper, Associate Professor of Management Communication at the

University of Waikato, New Zealand, aims to identify the current usages of social
entrepreneurship from a leadership, learning and human resource (HR) perspective. The
author illustrates the many definitions of social entrepreneurship and indicates various
models of social entrepreneurship as well as discussing the strategic implications for the
organisation and its HR policies. Through research the author suggests that there is no
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singular theme for social entrepreneurship. Throughout the article the author references
various scholars, and suggests that social entrepreneurship does not always equate to social
responsibility. It is inherent then, for appropriate policies to be set to overcome the challenge
of aligning the entrepreneurship with social responsibility. The author indicates that
appropriate understanding of what is entrepreneurship and what is social responsibility be
communicated organisation wide.

Kramar, Robin. “Corporate Social Responsibility… A Challenge for HR?” HR

Magazine 49.2 (2007). ProQuest 5000. University of Western Australia, Perth, WA.
25 Mar. 2008. <>

The author suggests that since an organisation’s level of corporate social responsibility (CSR)
is direct impact on its people, the notion of achieving CSR has implications for human
resource management (HRM). The author illustrates how the most recent research indicates
that CSR strategies have positive impact on employee behaviour in the workforce.
Furthermore, the author identifies the most significant values shared by organisations lie in
the realm of HRM rather than that of more commercial and business outcomes. The author
presents evidence which both supports and opposes the need for emerging CSR strategies.
However, it is clear that the author agrees that there is a need for CSR strategies and that
HRM is a key driving force to acceptably achieve this. Research suggests that HR is failing to
provide appropriate measures and the author suggests that HRM needs to be familiar with the
latest trends in work practices and employee performance. The author’s perspective contrasts
some of those presented by Meisinger (2007) who hints that HRM is already successfully
creating positive CSR strategies.

Ezzedeen, Souha et al. “Is Strategic Human Resource Management Socially

Responsible? The Case of Wegmans Food Markets, Inc.” Springer Science +
Business Media. 10 Nov. 2006. ProQuest 5000. University of Western Australia,
Perth, WA. 25 Mar. 2008.

The authors, from the School of Business Administration at Pennsylvania state university,
propose to show that strategic human resource management can reconcile the conflict
existing between ethics and profits. The authors conduct a detailed case study of one of the
leading companies in the Supermarket industry and detail how its strategic human resource
practices have lead to ongoing financial success. Through the case study, the authors indicate
how theoretical approaches to human resource management, successfully implemented, can
create internal consistency as well as congruency in achieving social responsibility. However
the authors illustrate that such practices are difficult to emulate and so are a source of
competitive advantage. The authors propose that through treating employees as assets is both
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an ethical and socially responsible means of achieving organisational success. Management

needs to switch its focus from profitability to one of acknowledgment of its social
accountability. While the authors present an exemplary case of how effective strategic human
resource management can lead to social responsibility; they fail to illustrate many of the
common pitfalls preventing many organisations from achieving this balance.

“In Good Company (Corporate Social Responsibility).” Human Resource Management

International Digest. 2004: 45- ABI/INFORM Global. ProQuest 5000.
University of Western Australia, Perth, WA. 25 Mar. 2008

In the article, the author, unknown, aims to illustrate to the reader how appropriate training
and people management can improve organisational performance and create a source of
social responsibility. The author presents case studies of various organisations to illustrate
numerous training techniques used to achieve effective people management. However, rather
than presenting their own ideas, the author critiques ideas offered by other authors. The
article offers summaries rather than hard fact and makes the reader question the validity of
the ideas presented. Furthermore, it is unclear as to whether the author proves or disproves
the original hypothesis.

Gurchiek, Kathy. “Environmental Awareness Gains Ground.” HR Magazine (2008).

ProQuest 5000. University of Western Australia, Perth, WA. 25 Mar. 2008.

There are many aspects to the implementation of policies on environmental responsibility and
just as many reasons why corporations decide to implement these. Surveys done by the
Society for Human Resource Management (SHRM) indicates the growing acknowledgment
of the importance of ‘going green’ by organisations. A major finding of one the surveys
presented in this article into how corporations are doing this was how they were encouraging
employees to exercise more environmentally friendly actions at work, in addition the
recycling of used or old office materials was also shown as an important policy. The degree
to which corporations formalise their socially responsible policies was also raised in the
article, wether entrenched in the companies mission statement or circulated in regular
newsletters. Organisations are not just complying with regulations but are willing to go above
and beyond with various motives. According to these surveys their contribution to society is
the main driver in establishing environmentally responsible practices, others of importance is
the ability to retain or attract employees by displaying corporate social responsibility.
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Conversely, inhibitors such as lack of management support, or the cost of maintaining and
implanting such policies are another issue discussed in this article.

Ledwidge, Jonathon. “Corporate social responsibility: the Risks and Opportunities for
HR; Integrating Human and Social Values into the Strategic and Operational
Fabric.” Human Resource Management International Digest. 15.6 (2007): 27-
Bradford ProQuest 5000. University of Western Australia, Perth, WA. 25 Mar. 2008

In this article, the author tests the perception that corporate social responsibility has both risks
and opportunities for human resources (HR) as well as for HR managers. The author suggests
that since an organisation’s identity differs from its perspective on corporate social
responsibility, it can result in a lack of direction from a strategic point of view. The author
provides evidence of circumstances where this has previously occurred which aids in
solidifying the arguments. The author suggests a solution to overcoming the conflict through
attempting to align the customer experience with the organisation’s values. The views
presented by Ledwidge are in direct correlation to those presented by Ezzedeen et al. (2006)
whereby the viewpoint of treating employees as assets is widely researched and supported.
However, the author notes that these theories only work when there is organisation wide
acceptance of the direction in which the organisation is heading.