IS IT WORTHWHILE FOR ORGANIZATIONS TO HAVE SOCIALLY RESPONSIBLE MANAGEMENT PRACTICES?

Frizon, Jucelia Appio; Eugénio, Teresa; Falcão, Ana Sílvia

doi:10.1590/S0034-759020220507x

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Revista de Administração de Empresas

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FORUM • Rev. adm. empres. 62 (5) • 2022 • https://doi.org/10.1590/S0034-759020220507x copy

IS IT WORTHWHILE FOR ORGANIZATIONS TO HAVE SOCIALLY RESPONSIBLE MANAGEMENT PRACTICES?

Authorship SCIMAGO INSTITUTIONS RANKINGS

ABSTRACT

Knowing the employees’ perspective is essential for good human resource management. In this investigation we sought to determine whether the employees of Portuguese organizations perceive that management practices are aligned with corporate social responsibility (CSR), and whether these practices affect organizational performance. The methodological design we adopted in this study is characterized as being descriptive and quantitative. Multiple regression analysis reveals that the greatest positive impact on the perception of organizational performance for providing health and safety in the workplace was obtained by way of socially responsible, economic-financial management practices (β=0.327) and from the organization’s business strategies being aligned with social responsibility (β=0.277). Among the practices impacting the organization’s interaction and commitment to the community, we emphasize brand promotion strategies being aligned with CSR principles (β=0.305), and the organization’s business strategies being aligned with its social responsibility (β=0.266).

Keywords:
human resources; corporate social responsibility; organizational performance; sustainability; employees

Variables	Components
Variables	1	2	3	4
My organization uses the CSR concept for public relations.^* * Variables with interactions lower than 0.400 were eliminated.
My organization invests in/promotes socially responsible investment funds.	0.664
My organization understands the link between good financial results and CSR.	0.660
My organization’s market share has increased due to the adoption of CSR strategies.		0.675
My organization uses CSR to increase its brand acceptance.		0.660
Due to the adoption of CSR strategies, my organization’s brand value has increased.		0.602
My organization publishes/reports information about its CSR activities.^* * Variables with interactions lower than 0.400 were eliminated.
Social responsibility is part of my organization’s goals.			0.733
My organization is motivated by the need to engage with stakeholders in its CSR activities.			0.699
My organization believes in being a market leader by using CSR strategies.			0.673
Social responsibility is a concern that is part of the organization’s mission, vision, values, and strategy.			0.627
My organization is passionate about being exemplary when it comes to CSR.				0.696
My organization understands the link between a good public image and CSR.				0.689
My organization is motivated by its CSR practice.^* * Variables with interactions lower than 0.400 were eliminated.

Factors	Tol.	VIF
Socially responsible economic-financial management practices	0.133	7.494
Brand promotion strategies aligned with CSR principles	0.126	7.947
Business strategy of the organization aligned with social responsibility	0.120	8.311
Practices of image promotion of the organization aligned with CSR	0.110	9.067

	1	2	3	4
1. Socially responsible economic-financial management practices	1.000^ p <0.05, ^* * p<0.10
2. Brand promotion strategies aligned with CSR principles	0.772^ p <0.05, ^* * p<0.10	1.000^ p <0.05, ^* * p<0.10
3. Organization’s business strategy aligned with social responsibility	0.777^ p <0.05, ^* * p<0.10	0.768^ p <0.05, ^* * p<0.10	1.000^ p <0.05, ^* * p<0.10
4. The organization’s image promotion practices aligned with CSR	0.785^ p <0.05, ^* * p<0.10	0.771^ p <0.05, ^* * p<0.10	0.775^ p <0.05, ^* * p<0.10	1.000^ p <0.05, ^* * p<0.10

	Model 1	Model 2
Independent variables	Dependent variable 1: Health and safety in the workplace	Dependent variable 2: Interaction with and commitment of the organization to the community
Socially responsible economic-financial management practices	β=0.327^ p<0.05, ^* * p<0.10 t=5.384 (0.059)	β=0.192^ p<0.05, ^* * p<0.10 t=4.691 (0.038)
Brand promotion strategies aligned with CSR principles	β=0.130^ p<0.05, t=2.088 (0.064)	β=0.305^ p<0.05, ^* * p<0.10 t=7.221 (0.041)
Business strategy of the organization aligned with social responsibility	β=0.277^ p<0.05, ^* * p<0.10 t=4.337 (0.066)	β=0.266^ p<0.05, ^* * p<0.10 t=6.173 (0.043)
Practices of image promotion of the organization aligned with CSR	β=0.224^ p<0.05, ^* * p<0.10 t=3.354 (0.067)	β=0.238^ p<0.05, ^* * p<0.10 t=5.289 (0.043)
Constant (unstandardized)	β=0.134 ^ p<0.05, t=1.545 (0.087)	β=0.085^ p<0.05, t=1.515 (0.056)
Z	435.514	1042.33
Standard Error	0.45897	0.29724
R	0.925	0.966
R²	0.855	0.934
R² adjusted	0.853	0.933
p-value (ANOVA)	0.00	0.00
Durbin-Watson	2.051	1.866

Fundação Getulio Vargas, Escola de Administração de Empresas de S.Paulo Av 9 de Julho, 2029, 01313-902 S. Paulo - SP Brasil, Tel.: (55 11) 3799-7999, Fax: (55 11) 3799-7871 - São Paulo - SP - Brazil
E-mail: rae@fgv.br

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[1] AUTHOR'S CONTRIBUTION

Jucelia Appio Frizon and Teresa Eugénio worked on the conceptualization and theoretical-methodological approach. The theoretical review was conducted by Ana Sílvia Falcão, Jucelia Appio Frizon, and Teresa Eugénio. Data collection was coordinated by Ana Sílvia Falcão. Data analysis included Jucelia Appio Frizon and Teresa Eugénio. All authors worked together in the writing and final revision of the manuscript.

	1	2	3	4
1. Socially responsible economic-financial management practices	1.000^ p <0.05, ^* * p<0.10
2. Brand promotion strategies aligned with CSR principles	0.772^ p <0.05, ^* * p<0.10	1.000^ p <0.05, ^* * p<0.10
3. Organization’s business strategy aligned with social responsibility	0.777^ p <0.05, ^* * p<0.10	0.768^ p <0.05, ^* * p<0.10	1.000^ p <0.05, ^* * p<0.10
4. The organization’s image promotion practices aligned with CSR	0.785^ p <0.05, ^* * p<0.10	0.771^ p <0.05, ^* * p<0.10	0.775^ p <0.05, ^* * p<0.10	1.000^ p <0.05, ^* * p<0.10