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Author Name ramesh

Title mba project
Original File Name 623_21544
Submission/Paper ID 133843
Submission Date 10-Aug-2020 03:58:37
Total Pages 86
Total Words 13014

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 CHAPTER 1

INTRODUCTION
Introduction to the Chapter

This chapter provides the background to the research. Additionally, the rationale and justification
of the topic, research questions, aims, objectives and the methodology employed are discussed.

Background

According to A.B. Carroll (1999), businesses began showing interest in concerns of society as early
as the 20th century. During those times this philanthropic activity was referred to as social
1
responsibility (SR) in writing as well as practice and it was only in the 1960s that the term Corporate
Social Responsibility (CSR) was begun to be used (Carroll, 1999).

Ever since, CSR has been gaining more importance as organizations are realizing how important it
is for them to behave as responsible entities and moreover, how successfully they can emerge as
2
winners in the global market by tending to society’s needs. As Alice Korngold (2014) stated, global
organizations are now in a mission to solve problems of the world that the governments themselves
are incapable of solving.

The significance of the role of the external stakeholders, especially customers and their awareness
of organizations’ CSR has been widely investigated in the past (Sen and Bhattacharya, 2001; Hill
and Becker-Olsen, 2005; Brown and Dacin, 1997). Substantial research has also been conducted on
CSR and employees. This dissertation aims in exploring the impacts an organization’s CSR
activities have on its employees.

Rationale

As rightly stated by Greenwood (as cited in Lee et al., 2012, p.1716), employees constitute a very
important section of stakeholders whom the organization is obligated to so much so that they have
3
the power to influence the firm. This is mainly due to the fact that the talented workforce has the
potential to give the organization a competitive edge (Bhattacharya et al, 2008). Ellen, Web and
Mohr observed in their 2004 study that very little efforts are being put by organizations to involve
their employees in their CSR initiatives, with considerable exertion executed on engaging the
customers and other external stakeholder groups.
Definition of Terms

Corporate Social Responsibility: “CSR involves the conduct of a business so that it is economically
profitable, law abiding, ethical and socially supportive.

To be socially supportive is to mean that profitability and obedience to the law are foremost
conditions to discussing the firm’s ethics and the extent to which it supports the society in which it
exists with contributions of money, time and talent.

Thus, CSR is composed of four parts: economic, legal, ethical and voluntary or philanthropic”.

2
Corporate social responsibility
1
The debate about corporate social responsibility has shifted from the early attempts to define
2
the concept to understanding the role of stakeholders and determining the effect they have on
organization in order to find the best way to integrate CSR in the existing, or even create new
management models. With growing body of academic research and practical experience, there
5
is more evidence of best practices and better understanding of the role that business should
have in the society.
6
The goal of a responsible company must be framed in terms of increasing value for all of its
2
stakeholders, which, in turn, increases the value of that company. To be successful, approach
to CSR must be “systemic” accounting for the interconnectedness of all stakeholders and
strategic.

While good relationships with all stakeholders are equally important, employees are the ones
7
who play a crucial role in advancing CSR within the organization. Taking part in generating
ideas, planning, and participating in socially responsible programs in the long run result in
norms and values that resonate those practices. With guidance from top management and
support by organizational structures, employees are the makers, as well as keepers, of a
responsible business. Once there exists a pervasive sense of responsibility, other stakeholders
can become engaged to sustain responsible behaviour.

2
Until recently the focus of CSR studies has been more on external reputation than on internal
values, beliefs and practices that are supposed to drive CSR from within. Bolton et al. (2011)
point out that employees are most often “curiously absent” from CSR analyses, even though
earlier theoretical discussions noted that employee buy in is what determines whether CSR will
permeate the culture or remain a gimmick.

8
If employees are not engaged in CSR activities and perceive it simply as window dressing, they
will not find CSR relevant for their work. In fact, companies can be branded as socially
responsible as a result of public relations even without genuine commitment to CSR. Such
genuine commitment is visible in employee perceptions, attitudes and behaviours. The main
9
goal of this paper is to explore the extent to which employees experience CSR and evaluate
10
treatment of different stakeholders in a company that has been externally recognized for its
social responsibility.

Such analysis of employee perceptions can aid top managers in “enabling and nurturing
employee commitment to CSR so that the business develops an integrative CSR culture where
social responsibility becomes a central plank in the collaborative search for the common good
and sustainable future”.

Understanding influences that shape employee perceptions and subsequently affect

10
organizational outcomes is important for general understanding of employees’ role in the
12
internal process and for the purpose of replication; however, each individual case highlights
specific issues that reflect macro environment as well as organizational culture. External
influences, ranging from economic and political background to culture can affect
2
understanding of the concept of social responsibility, expectations, and social performance.

Producing a country-specific study can be viewed as a limitation for the purpose of replication
elsewhere, but it should not be avoided because findings can be very relevant for that specific
geographic or cultural region. The complexity of CSR research is best addressed using multiple
research methods. While interviews can provide us with rich accounts of personal experiences
and observations of CSR practices, survey gives us an opportunity to compare perceptions of
CSR to different groups of stakeholders.
Content analysis is used to give us insight into the information that the company provides to
employees regarding everyday activities and evaluate how much talk there is about CSR. The
6
purpose of this work is to contribute to CSR research that places employee at the centre,
8
specifically exploring the legitimacy of the social responsibility award, as well as analyse

CSR EVOLUTION AND THE ROLE OF INTERNAL STAKEHOLDERS

2
The most significant early works that address the obligations of a business other than profit-
making include Carroll’s definition of corporate social responsibility (CSR) (1979) and
Freeman’s (1984) stakeholder theory.

Carroll explained CSR as “the social responsibility of business that encompasses the economic,
legal, ethical and discretionary expectations that society has of an organization at a given point
in time”, and Freeman's stakeholder theory stated that managers should tailor their policies to
satisfy stakeholders such as workers, customers, suppliers, and community organizations, in
addition to satisfying their shareholders. Academic and corporate research started gaining
popularity in the mid-1990s, when the researchers further stressed the moral and ethical
dimensions of stakeholder theory, and that such behaviour of trust and cooperation is beneficial
to the firm.

Social responsibility, or the role and responsibility that business has toward society and
environment, has additionally been explored through stakeholder theory value maximization,
resource-based perspectives and competitive advantage.

The most relevant and appropriate theoretical background for the discussion of stakeholders is
the stakeholder theory. The normative aspect of the stakeholder theory rests on the prepositions
that stakeholders are identified by their interest in the corporation, and that their interests have
intrinsic value and not just to further the interests of shareholders.
Stakeholders are most often classified as primary or secondary, depending on their importance
to the company. Attention is increasingly being paid to the role of primary stakeholders and
their impact on other organizationally relevant outcomes. Employees are primary internal
stakeholders who not only benefit from socially responsible practices, they can also greatly
affect implementation and success of CSR programmes.

CSR to employees
13
All interviewed employees agreed that their company provided employees with continuous
education opportunities for acquisition of new skills and for career development. One employee
stated: “We have regular seminar-based education. We are often sent to Austria for additional
seminars and courses, and the company pays all expenses. All employees have an opportunity
for advancement, regardless whether they work as sales people or management.” Another
employee gave a personal example: “In my case it was two years ago when I was named
Assistant Manager after three years as a sales person. Specialization continues.” One employee
commented on her willingness to remain with the company long term for “its values and
opportunities that the company offers. Every employee and every employees’ work is equally
appreciated and I am very happy to work for this firm.”

13
Interviewees agreed that their company has a code of conduct, noting that the most prominent
value in the code of conduct is “valuing worker as a human being”. Other values that
interviewers brought up are honesty and sincerity, kindness, flexibility, complaisance and
accessibility. “They are visible in our relationship with customers and our colleagues”, one
employee said. Another noted that “every employee should stick to the code of conduct if [he
or she] wants to succeed. One of the things valued is social responsibility that we are talking
about”.

CSR to customers

CSR to customers was acknowledged in interviewees’ understanding of social responsibility,

as customers were often referred to as important stakeholders. Company values that
interviewees listed also showed the importance that was given to customers. One interviewee
noted that the company had different education programs which educate employees for their
own growth but also for the benefit of serving the customer better: “For example, last year we
had a program organized for advancing our knowledge relating to the goods that we sell. Each
employee received education for special selection of goods. These seminars help us serve our
customers better. “

CSR to social and non-social stakeholders

While interviewees were somewhat reserved in discussing company policies and effects on
employees, they were very knowledgeable and willing to share details of different programs
aimed at social and non-social stakeholders. All agreed that employees have an opportunity to
suggest socially responsible projects, and majority of interviewees participated in them. All
interviewees also considered their company to be socially responsible, and gave numerous
examples of activities and projects that benefited society and environment campaigns that
resulted in donations for buying medical equipment in local health centres, building recreation
areas in public spaces, and donations made to children with special needs, and activities such
as cleaning river beds and volunteering in kindergartens and soup kitchens. In the words of one
interviewee: “Results that my company achieves in the field of social responsibility are strong
motivation for my greater efforts and work in the company, because we prove that it is not only
important to work and conduct business, but do something for others.

Employee perception of CSR activities

CSR posits that corporations have economic, legal, ethical, and philanthropic responsibilities.
A socially responsible firm strives to make a profit, obey the law, practice ethics, and behave
in a generous manner that benefits society.

Concepts of CSR range from a wide view of “actions that appear to further some social good,
beyond the interests of the firm and that which is required by law” to a narrow one focusing on
maximizing shareholder wealth. These two concepts reflect the range of differing degrees of
16
responsibility ascribed to a firm beyond its role as an economic institution.
Because CSR encompasses an entire set of philosophical and normative issues related to the
2
role of business in society, however, it is vital to understand CSR in broad concept.

3
The current study adopts the societal perspective, defining CSR as the company's activities and
status related to its perceived societal or stakeholder obligations and employee perception.
Based on this, a company must act in order to “protect and improve both the welfare of the
society as a whole and the interest of the organization”.

17 3
Hence, this study defines employee perception of CSR activities as the degree to which
7
employees perceive a company supports the activities related to a social cause. This study
17
conceptualizes employee perception of CSR activities as a latent second order factor composed
of three dimensions: environmental, philanthropic, and ethical CSR activities.

A key concern in building a strong corporate brand emerges when considering the alignment
of an organization's strategy, culture, and reputation. Furthermore, organizations can benefit
from employee internalization of core corporate values, which can nurture the organization in
performing according to its stated ethical standards and ambitions. Such an approach needs
organizational trustworthiness in its strategic efforts, and communicated visions and values to
influence the company's reputation, especially as this relates to CSR.

The fit construct embodies the idea of transferability of expertise or synergies in activities, such
as when a similarity among products, technologies, or markets exists, or when compatibility
between skills and activities is present. A similar concept underlies examination of fit in the
domain of internal social initiatives. Social marketing research defines “fit” as the perceived
16
link between a cause and the firm's product line, brand image, position, and/or target market.\

The fit between a firm and a sponsored cause is high when employees perceive congruence
between the two, regardless of whether mission, products, markets, technologies, attributes,
brand concept, or any other key associations drive the congruity examines whether or not the
level of fit, or congruence, between a company and CSR activity affects consumers' attitudes
and responses.
This research focuses on the effect of “perceived cultural fit” that is, the extent to which people
3
believe that CSR activities are congruent with the culture of the organization or corporation.
7
Organizational culture as the mechanisms by which an organization and its members learn to
manage external challenges as well as achieve internal integration. People understand culture
as a system of shared values and norms. Strong cultures enhance organizational performance
in two ways. First, they improve performance by encouraging employees namely, by appealing
to their higher ideals and values and rallying them around a set of meaningful, unified goals.
Such ideals elicit employee commitment and effort by inherently engaging and filling voids in
identity and meaning.

Second, strong cultures boost performance by shaping and coordinating employee behaviour.
Shared values and norms direct employee attention toward organizational priorities that guide
their behaviour and decision-making efforts.

The importance of aligning CSR implementation with corporate identity to enhance

18
employee commitment to the organization and ensure the success of CSR programs. The study
also highlights the crucial role of internal communication projecting corporate identity to
employees. In turn, employees' CSR participation galvanizes their experience of the company's
corporate identity, forming a self-reinforcing loop.

The importance of aligning CSR implementation with corporate identity to enhance employee
commitment to the organization and ensure the success of CSR programs. The study also
highlights the crucial role of internal communication projecting corporate identity to
employees. In turn, employees' CSR participation galvanizes their experience of the company's
corporate identity, forming a self-reinforcing loop.
Ethics (as well as responsible behaviour in relation to stakeholders) are an integral part of the
organization's culture. Therefore, an organization's culture will affect the way in which the
organization implements CSR practices.

19
As such, the current study proposes that when CSR activities are consistent with the culture of
the firm, employees make a greater commitment to the CSR activities and perceive them in a
8
more

positive manner.

Perceived Fit
Between Employee
Corporate Culture Attachment
And CSR
Activities
Employee
Perception of
CSR Activities

Perceived
Perceived CSR Corporate
Capability Performance

Philanthropic Environmental
CSR Ethical CSR CSR

The conceptual model

CSR Models

A number of CSR models have been developed by social scientists over the years. But
researchers are of the view that a common definition of CSR is still obscure as CSR models
developed from 1950s to 1980s are reflective of that time frame’s explicit business needs.

The one model that formed a foundation for the others is A.B. Carroll’s “four-part definitional
framework of CSR”. It states that “Corporate Social Responsibility encompasses the economic,
legal, ethical and discretionary (philanthropic) expectations that society has of organizations at
a given point in time”.

The “pyramid of CSR”, a transformation of the original four-part definitional framework

was published by Carroll in 1991.
CSR Pyramid (Carroll, 2016)
There are three other widely known models of CSR which are pictorially represented as a
pyramid, intersecting circles and concentric circles. The pictorial representations have been
depicted in the above figure.

A hierarchy of disconnected responsibilities is depicted by the CSR pyramid. A “non-

hierarchical set of interconnected responsibilities” is depicted by the intersecting circles
representation whereas the concentric circle representation of CSR implies the integration of
the responsibilities that share a core.

But it can be noted that, these models do not explicitly include the employees of the organization
as a component of CSR. With the advent of CSP (corporate social performance), measuring an
organization’s efforts in social responsibility as well as employee retention, the importance of
inclusion of employees in the CSR program was being pronounced.
 The following section discusses the Internal CSR model which emphasizes the relationship
between CSR and employees.

Internal CSR

CSR’s definition has been undergoing slight updates in the last few decades as the concepts of
stakeholder involvement, corporate citizenship and business ethics are also being associated
with CSR. A European level CSR promotional campaign was able to deliver a stakeholder-
based CSR framework. This framework is also drawn from Freeman’s Stakeholder Theory.

According to Perini, there are eight stakeholder groups which are;

(1) Shareholders

(2) Financial partners

(3) Community

(4) Public authorities

(5) Human resources

(6) Suppliers

(7) Environment

(8) Customers

These stakeholder groups can be grouped into four broad categories of CSR namely;
Employees, Governance, Community and Environment.
13
In the study conducted, CSR based on the human resources category of stakeholders which
include the employees gained much attention, especially the features like training and
development of employees, equality of pay, employee health and safety, employee satisfaction
and protection of rights.
CSR as an internal marketing tool
20
Researchers in the past have unequivocally agreed that a firm’s ability to attract as well as retain
talents can be enhanced by CSR. The former CEO of Deloitte Tohmatsu, Jim Copeland, Jr.,
2
says that apart from organizations in which they can flourish, the top professionals of the world
opt for firms exhibiting commendable corporate citizenship.

Employee Value Proposition is exceedingly being regarded by hiring managers as a crucial

element of talent recruitment. Drawing on signalling theory, an organization’s CSR activities
7
have the ability to convey signals to the prospective employees in regard to the working
experience in the organization.

Bhattacharya et al. (2008) also state that CSR is fast becoming an aspect of this “employee
value proposition” as it reveals an organization’s values. Further, the authors comment that
CSR helps in displaying the human side of the company beyond profit making and aids as a
tool in differentiating the organization form the rest. This differentiation is viewed as positive
distinctiveness by employees and job applicants, favourably leading to retention and attraction
of talents.

5
Contrastingly, it has been identified that employees and prospective employees may find the
organization’s CSR programs unattractive when the CSR communication is executed poorly.
21
Aggressive communication has the possibility of being perceived by the stakeholders, including
employees, as “green washing”, which denotes the use of green credentials and
environmentalism to forcefully imply that a company has environmentally responsive products
and policies.

Such instances have the potential to spoil the reputation of an organization. These cases can be
avoided if the organizations pay extra heed to their CSR communication processes.
Bhattacharya et al (2008) warn that employees can also turn cynical if communication is viewed
as subjective when published through corporate media releases. But on the other hand, reassure
that “fear of the media” is an exaggerated phenomenon among managers and opine that
managers should themselves take the initiative to publicize their organizations story through
media before it gets distorted by other sources.
The researchers suggest that employing external means of communication like social media,
blogs, chat forums, etc. can result in the information being received more positively and as
17
credible by the employees. Therefore, it can be understood that CSR plays an important role in
attracting talents when the process of communicating CSR is done appropriately.

Employee’s perception of CSR and CSR’s role in the fulfilment of employee psychological
needs
5
It has been identified that employees perceive the attractiveness of an organization by their
perception of the organization’s values, social responsiveness and ethics. Higher-order needs
of employees like the need for distinct identity and esteem are satisfied by CSR, according to
the extant literature on CSR psychology.

And fulfilment of the higher-order psychological needs have been identified to positively affect
22
an individual’s work-place well-being and job satisfaction. According to social identity theory,
employees find opportunities for personal growth and gain an emotionally rewarding
experience when they work for organizations that are socially responsible. Participating in
community outreach programs also helps employees in developing marketing and
organizational skills thereby enabling them to shine brighter at their works.

23
The research conducted was able to conclude that CSR has the potential to inculcate a sense of
work-life integration in employees upon learning that their organization also gives value to such
social causes as themselves thereby reducing their work stress. The researchers have also been
able to find in their study that CSR helped employees working in far-flung locations to develop
2
a sense of attachment to their organization and a bond between the remote employees.

Employees of many global organizations that operate in local communities have felt the need
24
to defend the organization as the local community and media often have negative attitude
towards the company. But the prevalence of the organization’s CSR activities enables the
employees to alert the public and most importantly themselves about the organization’s ethics
and values.

Impacts of employee perception of CSR

25
Employee perception of CSR has been identified to have a number of consequences. Various
researchers have proved that employee perceptions of CSR influence employee variables like
employee-company identification, organizational commitment, organizational citizenship
behaviour, job satisfaction, meaningfulness of work positively in a western context. This
section reviews the relationship of employee perception of CSR with the following variables.

Organizational Commitment

Organizational commitment is defined as “an emotional attachment to, identification with, and
involvement in the organization”.

According to this positive relationship is mainly owing to the fact that CSR instils in employees
2
a sense of pride and makes their work feel more enjoyable. Employees do feel a sense of
belongingness upon learning that the organization that they work for is conscious of their
obligations to the society and the environment.

Additionally, it has identified that organizational commitment and CSR are positively related
in the ITES sector of the Indian emerging economy. Hence, extant literature gives evidence that
26
CSR does have a positive relationship with organizational commitment of employees in
majority of emerged economies and a few emerging economies.

Employee-Company Identification

Employee identification is defined by as “a psychological concept that reflects the extent to

27
which employees feel that their sense of self overlaps with their sense of their employer.” The
28
research conducted by Bhattacharya and colleagues in both 2006 and 2008 have been able to
conclude that CSR plays a huge role in enhancing the sense of identification in both customers
as well as employees. “Employees identify with a company when they believe it is socially
responsible”.
The researchers have attributed this CSR based employee identification to a feeling of well-
being, job satisfaction and a sense of pride in employees. This is mainly because CSR has the
potential to demonstrate to the employees the extent of match or mismatch between their own
29
values and the organizations’. Additionally, it has found that CSR has a stronger impact than
perceived financial and market performance in enhancing employee identification also argue
that an organization’s actions and steps taken to support various causes, measures to improve
organizational diversity and environmental friendliness speak louder than their mission and
vision statements in creating an impact in the employees who think on the same grounds,
thereby instilling a sense of organizational identification in them.

Job Satisfaction

Job Satisfaction is defined as “a positive emotional condition resulting from the overall
evaluation of an employee’s job or job experience”. It has been identified that employees’
3
perception of CSR focused on the community is related positively to job satisfaction.

Organizational Citizenship Behaviour

Organizational Citizenship Behaviour (OCB) as those “discretionary and cooperative

behaviours that promote effective organizational functioning”. Organizational Citizenship
Behaviour follows from Employee-Company Identification. It has been that CSR is positively
related to OCB in employees as it helps in promoting a sense of belongingness and
2
identification. It has also been identified that employees repay the company through OCB on
feeling that they benefit from their organization’s CSR volunteerism programmes.

Work Meaningfulness
16
CSR has been found to impart meaning and a sense of purpose to the employees and it to be
18
found that employees realize greater meaningfulness in their work if they have the opportunity
to serve others through their organization’s community outreach and volunteerism programs.

1
It also been able to find a positive relationship between work meaningfulness and CSR as they
25
conclude from the works of many researchers that when employees perceive that they are
working for socially responsible companies, they tend to find more meaningfulness in their
work.

23 16
The table below shows the studies that have identified a positive relationship between the
variables and CSR and the economy in which they were conducted.

Variable Study Economy

Employee-Company (E-C) Turban and Greening Emerged economy (USA)

Identification (1997)

Carmeli et al. (2007) Emerged economy (Israel)

Emerged and emerging
Stawiski et al. (2010)
economy (Word-wide)
Emerged economy (North
Glavas and Godwin (2013)
America)

Emerging economy (India)

Gupta (2015)
Organizational Maignan et al. (1999) Emerged economy (USA)

Commitment Brammer et al. (2007) Emerged economy (UK)

Emerged and emerging
Stawiski et al. (2010)
economy (Word-wide)
Emerged economy (South
Lee, Park and Lee (2012)
Korea)
Job Satisfaction Vitell & Davis (1990), Emerged economy (USA)

Schwepker (2001), Emerged economy (USA)

Bhattacharya et al. (2008), Emerged (USA) and others

Valentine & Fleischman Emerged economy (USA)

(2008),

Glavas and Kelley (2014), Emerged economy (North

America)
 Organizational citizenship Ashforth & Mael (1989) Emerged economy (USA)
behaviour
Jones (2010) Emerged economy (USA)
Emerged economy (North
Rupp et al. (2013)
America)

Emerging economy (China)

Newman et al.(2014)

From the table above, it can be seen that, employee perception of CSR has been identified to
25
have positive relationships with the variables in emerged economies. While at the same time,
there have been studies that signify the role of mediating factors in the relationship between
CSR and these variables.

Employee perception of CSR is positively related to Organizational Commitment only when it

is partially mediated by Perceived Organizational Support (POS) and work-meaningfulness.
5
The arguments refute the direct relationship between CSR and the variables as they are
researches that have been done at micro-employee levels.

2
Though such a study can be conducted in the future, the primary aim of the researcher is to
identify if a direct relationship exists between employee perception of CSR and the variables
(Organizational Commitment, Job Satisfaction, Work Meaningfulness, Organizational-
Citizenship Behaviour and Employee-Company Identification).
Conceptual framework of the study

Drivers of employee perception of CSR

7
For CSR to have a positive impact on the employees, researchers in the past have identified that
1
managers should follow a number of steps, which are being discussed in this section.
7
CSR has the ability to satisfy an employee’s higher-order psychological needs and thus take the
2
role of a job-product in the internal marketing lever. Hence on giving attention to an employee’s
needs like self-enhancement opportunities, sense of connectedness to the organization,
reputation shield creation and work-life balance, the organization can expect better engagement
of the employees in the CSR front.

Employees of an organization can better identify with it upon learning that the organization’s
defining characteristics are at par with their own defining characteristics. To tackle this,
8
employees should be well informed of the organization’s CSR initiatives as the extents to which
30
employees perceive their organization’s CSR depend largely on the type of CSR initiatives
supported by the organization.
The key is to increase employee proximity to CSR. They suggest CSR should be incorporated
into job-products which include features like job responsibilities, salary and benefit packages.
Organizations should provide opportunities for employee participation in CSR without
compromising the time required for completing their daily tasks.

They suggest that organizations should also try to integrate CSR within their employees’ jobs
and devise mechanisms to monitor and reward their CSR performances.

3
H1. Perceived fit between corporate culture and its CSR activities affects employee
perception of CSR activities positively.

Capability is a unique bundle of knowledge, skills and processes that arises from tacit
5
knowledge, spans levels of the organization, and enables the activities in a process to be carried
out. In line with this conceptualization, “CSR capability” is an organizations' knowledge, skills,
and processes relating to the planning, implementation and evaluation of CSR activity.
Previous research non business strategy emphasizes the role of resources and capabilities in
implementing strategy. Internal resources and capability provide the basic direction for a firm's
strategy. Capabilities involve complex patterns of coordination between people and other
resources. Empirical investigations demonstrate that a firm's capabilities motivate its
employees toward greater commitment in achieving the firm's goals. In addition, research
shows that both the quantity of a resource and the capability of planning, implementing, and
evaluating CSR-related activities positively relate to CSR and financial performance suggest
that a firm's resources and capabilities influence employees' ethical attitudes. The corporate
capability association influences product/brand evaluation directly through either product
attribute perception or the process of overall corporate associations, thus affecting consumer
response to products.

Thus, this study proposes that employees perceive CSR activities more positively when their
organization is capable of planning, conducting, and evaluating its CSR activities.
H2. Perceived CSR capability affects employee perception of CSR activities positively.

Consequences of employee perceptions of CSR activities: employee attachment and perceived

11
firm performance

7
CSR-based positive associations within the company contribute to a more positive attitude
toward that company. In other words, CSR awareness is positively related to the stakeholders'
attitudes to the company.

There is little investigation concerning the link between employee perception of CSR
activities and their attachment to the organization, although some studies refer to an indirect
relationship between these two phenomena through either organizational ethics and earlier
findings indicate significant associations between the degree to which an organization fulfils
8
its societal obligations and the extent to which employees satisfy their job.

Research also demonstrates that employee perceptions regarding the degree of fairness a
company's actions reflect heavily influences employee attitudes and behaviours. Employees
often rely on their own perception of justice in deciding whether management is trustworthy
and non-biased. They incorporate these perceptions into their behaviour toward management.
Research reveals that employee perceptions of CSR trigger emotional, attitudinal, and
22
behavioural responses. Social identity theory suggests that employees are proud to identify
1
with organizations that have a positive external reputation thus, a positive relationship likely
occurs between perceived CSR activities and employee attachment.

H3. Employee perception of CSR activities affects employee attachment to their company
positively.

16
CSR may be an important consideration for firms and their stakeholders; however, prior
findings are inconsistent in reporting on the relationship between CSR and performance
outcome summarize their review of CSR and financial performance by noting that “good
ethics is good business.” They base their statement through the empirical finding of a positive
15
correlation between CSR and financial performance.
Furthermore, indicate that a significant direct association exists between the two, especially
between perceived social responsibility and two outcome measures namely, market share and
1
profits. Similarly, using CSR data from Fortune, highlight a relationship between CSR and
financial soundness and investment value.

The use of time-series data to analyse the cumulative effects of CSR on a firm's future
financial performance. Although cross-sectional analysis of CSR produces ambiguous
results, their analysis provides evidence that time-based, cumulative effects of CSR on a
firm's financial performance are positive and strengthen over time, also investigate the
positive link between environmental and philanthropic activities and organizational
performance.

Such inconsistent results from the empirical studies relating to CSR activity and corporate
performance may stem from a variety of reasons. Prior studies on CSR perception focus
primarily on customer perceptions of CSR activities. However, internal stakeholders'
consensus or cooperation is more important in implementing such a strategy. Several studies
show that having a shared vision enhances both an innovation's effectiveness and a firm's
performance.

H4. Employee perception of CSR activities affects perceived corporate performance

positively.

2
Focusing on the realm of parent infant relationships an attachment is an emotion laden, target
specific bond between a person and a specific object. Attachments vary in strength, with
stronger attachments being associated with stronger feelings of connection, affection, love, and
passion.

Employee attachment studies are available at the organizational level examine the effects of
employee loyalty toward supervisors and their organizations on employee performance. Other
studies find that employees' dedication and attachment to their supervisors relate positively to
their self-reported in-role and extra-role behaviours.
Researchers identify a positive correlation between organizational commitment and job
performance in studies of industrial salespeople. Ultimately, engaged employees are the most
productive, the best team players, and the most committed to organizational goals.
 CHAPTER 2

REVIEW OF LITERATURE AND RESEARCH DESIGN

REVIEW OF LITERATURE

1. Magdalena oberseder (2013)

Magdalena oberseder in the face of growing worldwide interest in corporate social

responsibility (csr), this paper explores corporate practices and consumer perceptions related
to csr. Based on literature and qualitative data from interviews with managers and consumers,
a conceptualization of corporate practice and consumers' perceptions of csr is developed. More
specifically, the paper offers a grounded theory of csr domains that explains how corporations
and consumers view csr by explicating both for whom and for what corporations are held
responsible. Furthermore, two tripartite classifications of corporate stages of csr development
and corresponding consumers' perceptions are presented. The conclusion contains a
comparison of corporate and consumer perceptions and draws implications for marketing
practice and future research.

2. Cunha et al. (2015)

Cunha et al. (2015) has exhibited the importance of psycap (psychological capital) in their
study of csr, where psycap is a higherorder (core) construct comprising of four dimensions
namely self-efficacy, optimism, hope and resilience. They stated csr concept as the extent to
which businesses meets their economic, legal, ethical and discretionary responsibilities placed
on them by their various stakeholders. Their findings support all framed hypothesis by them
by stating both positive affect and sense of meaningful work partially mediates the relationship
between perceptions of csr and psycap.

3. Bashir et al. (2012)

11
Bashir et al exhibited their study on the impact of csr activities on the employees’. They
determined that organizations indulgence in csr activities impacts employees’ attitude
positively resulting into enhancing organizational belongingness and job satisfaction which
improves the productivity. Their study highlighted the foremost benefit of csr activities to the
organization is that profitable rate of return for their investment. They cited that very obscure
8
part in their study what they found is that a sizeable number of medium size organizations
2
employees even did not know about csr and those who knew the information were unwilling
to share it.

4. Iqbal et al. (2012)

Iqbal et al has explored their study on csr impact on employees’ job attitude and performance
with their perception towards it. They mentioned that the perception of employees and their
31
reactions towards csr will be different from other countries; there is need to examine or study
7
their involvement in csr as well as its impact on them. Their findings highlight that the good
image of a responsible employer is respecting the employees’ rights, providing fair wages and
work safety.

5. Imran ali et al. (2010)

Imran ali et al analyzed the multifaceted influence of csr on employees’ organizational

commitment and organizational performance and they found there are positive relationships
between csr actions and employees’ organizational commitment; csr and organizational
performance; employees’ organizational commitment and organizational performance. They
also mentioned the important aspect from previous studies which suggests that csr increases
the employees’ commitment level with the organization, since csr interventions includes the
activities for the welfare of employees and their families also.

6. Vivek Wankhede (2014)

Vivek Wankhede exhibits his study on csr spending by the indian companies and from their
study the author depicts that csr spending is less than 2% of profit after tax of the Indian
32
companies and also there is no significant differences in the csr spending and transparency
33
score of the public sector companies and private sector companies.

7. Subramanyam (2015)

Subramanyam has explored his study in csr and the practices of Indian companies and they
referred csr as the set of policies, practices and programs integrated into the business
operations, supply chains and decision-making processes throughout the organization. The
author stated that csr in India is not well balanced between internal and external stakeholders
and also highlighted the national voluntary guidelines (nvg’s) on social, environmental and
2
economic responsibilities of business which have been laid by the ministry of corporate affairs
in order to provide companies with guidelines to become responsible entities.

8. Bauman and Skitka (2012)

22
Bauman and Skitka explored their study about csr and employee satisfaction: as csr are a source
for getting employees satisfied. They identified four different ways through which csr may
affect employees’ relationship with their company with correspond to four universal
psychological needs such as security, self-esteem, belongingness and a meaningful existence.

9. Fatima et al. (2014)

16
Fatima et al has analysed the impact of rewards and csr on employees’ motivation and they
34
revealed that there are significant relationships between extrinsic rewards, external csr (local
communities), external csr (business partners) and employee motivation and also significant
9
relationship between employee motivation and organizational commitment.

10. Ante Glavas and Ken Kelley (2015)

7
We explore the impact on employee attitudes of their perceptions of how others outside the
organization are treated (i.e., corporate social responsibility) above and beyond the impact of
how employees are directly treated by the organization. Results of a study of 827 employees
2
in eighteen organizations show that employee perceptions of corporate social responsibility
16
(CSR) are positively related to (a) organizational commitment with the relationship being
partially mediated by work meaningfulness and perceived organizational support (POS) and
(b) job satisfaction with work meaningfulness partially mediating the relationship but not POS.
2
Moreover, in order to address limited micro-level research in CSR, we develop a measure of
employee perceptions of CSR through four pilot studies. Employing a bifactor model, we find
that social responsibility has an additional effect on employee attitudes beyond environmental
responsibility, which we posit is due to the relational component of social responsibility.
 22
11. Sarah Desirée Schaefer ,Ralf Terlutter & Sandra Diehl (2019)

Drawing on signalling and social identity theories, we analyse how liking of the company’s
CSR advertisements, message credibility, and cause-company fit influence employees’
evaluation of their organization’s CSR engagement and how this relates to employees’ job
satisfaction, organizational pride, and word-of-mouth about CSR. CSR is analysed in four
different domains: customer-oriented, employee-oriented, environment-oriented, and
philanthropy-oriented CSR. Results of a study with the employees (n = 432) of a large
European energy provider reveal that the cause-company fit of CSR engagement has the
highest impact on evaluation of the CSR engagement in all CSR domains. Message credibility
is important for the evaluation of CSR in the customer-oriented, environment-oriented, and
philanthropy-oriented domains, while, noticeably, ad liking only shows an impact in the
employee-oriented domain. CSR evaluation influences job satisfaction, organizational pride,
and word-of-mouth in all four CSR domains, with some domain-related differences.

12. Ekta Sharma, Ruchi Tewari (2017)

8
India is the first country in the world to mandate corporate social responsibility (CSR). The
Government of India implemented new CSR guidelines requiring companies to spend 2 per
cent of their net profit on social development. The current research intends to identify the
role of human resource (HR) in institutionalizing CSR and to identify the association
between employee perception towards CSR and the role of HR. The research results prove
5
that it is apt that Indian organizations are high on CSR activities and that even employees
35
are undertaking such activities but the formal policies and procedures are not formulated by
HR department to involve the employees in CSR activities.

13. R. E. Slack, S. Corlett & R. Morris (2015)

8
Corporate social responsibility (CSR) is a recognised and common part of business activity.
Some of the regularly cited motives behind CSR are employee morale, recruitment and
retention, with employees acknowledged as a key organisational stakeholder. Despite the
significance of employees in relation to CSR, relatively few studies have examined their
engagement with CSR and the impediments relevant to this engagement. This exploratory
case study-based research addresses this paucity of attention, drawing on one to one
interviews and observation in a large UK energy company. A diversity of engagement was
found, ranging from employees who exhibited detachment from the CSR activities within
7
the company, to those who were fully engaged with the CSR activities, and to others who
were content with their own personal, but not organisational, engagement with CSR.

14. Imran Hameed, Zahid Riaz, Ghulam A. Arain and Omer Farooq (2007)

22
The literature examines the impact of firms' corporate social responsibility (CSR) activities on
employees' organizational identification without considering that such activities tend to have
different targets. This study explores how perceived external CSR (efforts directed toward
external stakeholders) and perceived internal CSR (efforts directed toward employees)
activities influence employees' organizational identification. In so doing, it examines the
alternative underlying mechanisms through which perceived external and internal CSR
activities build employees' identification. Applying the taxonomy prescribed by the group
engagement model, the study argues that the effects of perceived external and internal CSR
flow through two competing mechanisms.

15. Mehran Nejati, Sasan Ghasemi (2012)

8
The paper unveils information about the current status of CSR in Iran from the perspective of
employees, and shows that on average Iranian employees perceive their organizations to be
committed to CSR, although the mean CSR scores were relatively low in all dimensions. Also,
36
this research shows that while the four‐factorial structure of Truker's CSR scale was confirmed
19
in the Iranian context, some of the items had to be removed from the original scale when
measuring CSR. The relatively low mean on the categories of CSR among Iranian
7
organizations from the perspective of employees indicates the infancy level of CSR among
Iranian organizations and calls for further awareness among Iranian organizations and
managers about the issue of CSR.

16. Kenneth De Roeck, Géraldine Marique, Florence Stinglhamber & Valérie Swaen
(2013)
Prior research has suggested that corporate social responsibility (CSR) contributes to
organisations' competitive advantage by influencing stakeholders' attitudes. While existing
research indicates that CSR relates to some employee outcomes, the mechanisms that drive
employees' responses to CSR initiatives remain largely unexplored. This study relies on social
identity theory to propose and test a model with 181 hospital employees that attempts to explain
why and how CSR can positively influences employees' attitudes. Specifically, this study
examines the impact of two aspects of an organisation's socially responsible behaviours, i.e.
employees' perceptions of CSR initiatives directed at internal and external stakeholders, on
37
employees' job satisfaction. The findings indicate that perceived CSR relates positively to job
satisfaction through its effects on overall justice perceptions and organisational identification.

22
17. Eun MiLee (2012)

Previous research on corporate social responsibility (CSR) investigates customers' perceptions;

however, employees' view of CSR remains largely unexplored. Corporate culture and its
capabilities become resources for the competitive advantage and employee perceptions of CSR
2
activities play an important role in employee attachment to their company as well as corporate
17
performance. Therefore, this study examines how the perceived cultural fit and CSR capability
influence employee attachment and performance through the mediating variables of their
perceptions of CSR activities.

18. Gaelle Duthler, Ganga S, Dhanesh (2018)

36
This study examined relationships among employees’ perception of CSR, three models of
8
internal CSR communication and employee engagement. The findings, based on 516 valid
survey responses from employees across different sectors in the United Arab Emirates,
revealed that internal communication of CSR, both one-way and two-way symmetrical,
predicted employee perceptions of CSR, with two-way asymmetrical communication being a
negative predictor; perceptions of CSR predicted employee engagement; social and sustainable
2
dimensions of CSR most strongly predicted social and affective dimensions of employee
engagement; and both two-way symmetrical communication of CSR and employee perceptions
of CSR strongly predicted employee engagement. Implications for theory and practice are
discussed.
 19. Sergio Pérez, Samuel Fernández-Saliner (2018)
38
The fields of psychology of sustainability and sustainable development have been recently
highlighted by their contributions to employee’s wellbeing in organizations. The present study
is aimed to empirically explore the relationship between perceptions of Corporate Social
Responsibility of IBEX 35 (Spanish Exchange Index) companies’ employees, and their
attitudes and behaviors. The relationship between the employees’ perception of Corporate
2
Social Responsibility of the IBEX 35 companies with their job satisfaction and Organizational
citizenships behaviors is empirically analyzed.

20. Kenneth De Roeck Assâad El Akremi Valérie Swaen (2016)

8
Despite the increasing attention to corporate social responsibility (CSR) in the management
literature, little is known about the mechanisms and boundary conditions explaining
employees’ responses to CSR. Drawing on social identity and cue consistency theory, we
develop a mediated moderation model that explains how and under which conditions perceived
CSR affects employees’ organizational identification. We test the model by carrying out a
three‐wave longitudinal study on employees of an international utility company. The findings
indicate that perceived CSR interacts with overall justice to predict organizational
identification through the successive mediation of perceived external prestige and
organizational pride.
RESEARCH GAP

This study extends the literatures by considering a greater number of companies, with long
39
range of data and also gives the depth knowledge about corporate social responsibility. The
present study is conducted to fill this gap and to explore the nature and characteristics of CSR.

11
STATEMENT OF THE PROBLEM

The employees of Himalaya drug company, they don’t have contact between CSR Programme
40
and also, they do not have the level of awareness about CSR this may impact employee attitude
on CSR. In the corporate word the various issues and challenges concerning CSR activities.

8
OBJECTIVE OF THE STUDY

 To study the level of awareness or knowledge about CSR among employees in

Himalaya drug company.
 To study the various issues and challenges concerning CSR in Himalaya drug company.
 To study how CSR impacts on employee’s attitude in Himalaya drug company.
 To recommend and give suggestions to employee’s perception towards CSR in
Himalaya drug company.


LIMITATIONS OF THE STUDY:

 Sometime the employee’s unable response the csr activities.

1
 There is no knowledge about csr in the employees this leads to employee
misunderstandings.
 Employees assume that the csr fund may misappropriation in csr activities.
 CHAPTER 3

COMPANY PROFILE
 41
The Himalaya Drug Company was founded in 1930 with a vision to bring Ayurveda
to society in a contemporary form. The legacy of researching nature forms the foundation
of Himalaya’s operations. Himalaya Drug Company has pioneered the use of modern
science to rediscover and validate Ayurveda’s secrets. Since its inception, the company has
focused on developing safe, natural and innovative remedies that will help people lead
richer, healthier lives.

8
CSR Activities undertaken by the company
Himalaya Drug Company adopted the CII’s Code of Conduct on Affirmative Action with
an aim to ensure equal representation and development of socially disadvantaged section
of the society.

Educational support, employability enhancement and entrepreneurship development

42
among scheduled caste and scheduled tribe (SC/ST) communities have been the cornerstone
of Himalaya drug under its affirmative action agenda.

At Himalaya, Affirmative Action is set to uplift the capabilities and confidence of member
of SC/ST communities and improve their prospects in education & employment focused
on the 4 E’s – Education, Employability, and Entrepreneurship & Employment.

Entrepreneurship: Himalaya Drug Company is exploring possibilities of setting up a herbal

skill gurukul, which would impart training to farmers in the hills on herb cultivation. The
training module would include aspects like identification of herbal plants, organic
cultivation, GACP, basics of soil testing, harvesting techniques and storage practices,
elaborated Dr Farooq. The training would be imparted at the Himalaya Herbal
Experimental Farm of Himalaya Drug Company.

Education: Himalaya Drug Company has provided financial assistance of 10,000 rupees each
to 3 needy girl child from SC/ST section for their education. At Himalaya we believe in
9
inclusivity and endorse the view that these communities needs to be supported to compete with
mainstream, rather than offering them easy or ‘reserved’ entry routes.

THE HIMALAYA DRUG COMPANY

INDUSTRY FAST-MOVING CONSUMER GOODS

HEADQUARTERS BENGALURU, KARNATAKA

"There's a reason we adopted vSphere years ago - the reliability of the platform is unmatched.
5
The number of support tickets raised have been far and few. With vROPs I am able to see the
complete status of my datacentre while my team uses it for troubleshooting and capacity
planning"

Key Challenges

• Lacked a centralized overview to monitor resource usage

• Enable faster troubleshooting for seamless experience
• Running SAP HANA on a virtualized environment

Customer Profile
41
The Himalaya Drug Company, founded in 1930, is an industry leader in wellness. The company
13
has a wide range of products in pharmaceuticals, personal care, infant care, well-being, and
animal health, and is a household name for Ayurveda healthcare in India. The company
produces over 300 million products every year and exports its various wellness products to
over 90 countries across the world.
The Challenge

The company had traditional datacentres with high reliance on physical infrastructure, which
fragmented the infrastructure for various departments and processes. This created silos and
lowered the utilization of resources. The Himalaya Drug Company could not measure which
of the available resources were under-utilized, and hence increasing the efficiency in a cost-
effective manner became a huge challenge. In case of a system breakdown, troubleshooting
was difficult and time-consuming.

The company required a centralized view of its entire IT infrastructure with detailed insights
into performance for capacity building, resource provisioning and ensuring optimal utilization
of resources. Being one of the early adopters to run traditional SAP on a virtualized
environment, the company wanted to ensure that compatibility with infrastructure also does
not become a challenge when it planned to deploy SAP HANA in future.

HIMALAYA DRUG COMPANY BENGALURU, KARNATAKA, INDIA

41
The Himalaya drug company is an Indian company established by manual in 1930 and based
in Bengaluru, Karnataka, India. It produces health care products under the name Himalaya
herbal healthcare whose products include Ayurveda ingredients. It is spread across locations in
India, United States, Middle East, Asia, Europe and Oceania. While its products are sold in 106
countries across the world.

The company has more than 290 researchers that utilize Ayurveda herbs and minerals. A
hepatic drug, named liv.52, is its flagship product, first introduced in 1955. Liv.52 to date has
now over 215 clinical trials backing it. Himalaya global holdings ltd, is the parent of the
Himalaya drug company worldwide. It is also the global headquarters of all Himalaya
subsidiaries.

As of 2015, the company sold its products in 91 countries with about 50% of its revenue from
outside India. Himalaya herbal healthcare has a very wide range of products, which include
"pharmaceuticals, personal care, baby care, well-being, nutrition and animal health products."
The neem face wash is one of their most popular and well-known products.
Mother care products have been launched in 2016 with foray into extensive research and
development in systems of ancient Ayurveda medicines of India. The company has a presence
in 106 countries.
 CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

DATA ANALYSIS
25
Based on the questionnaire and response received from the employees following
interpretations were concluded.

Classification of respondents

Questionnaires were prepared and data were collected from 100* respondents on the
43
factors that influence them to purchase the smartphone and factors they take into consideration
before they make their decision of buying a smartphone.

37
Below are the tables, the respondents of the survey included lower to middle level
management employees of the case organization. Figure below depicts the typology of the
questionnaire participants on the basis of their work experience, job role, gender and age.
 TABLE SHOWING GENDER OF RESPONDENTS

Table: 4.1

Gender No of respondent Percentage

Male 32 66%

Female 18 34%

Total 50 100%

ANALYSIS:
12
out of 50 respondents 32 respondents were male which is 66% and 18 respondents
were female i.e. 34% of the whole 50 respondents.

CHAT SHOWING GENDER OF RESPONDENTS

GENDER

18

MALE

FEMALE

32

INTERPRETATION:
44
from the above graph the interpretation is made that male respondent's ratio is a little
8
more compared to the respondents is 32 which is 66% by only a few margins that are
only 34% is difference.
 TABLE SHOWING AGE OF RESPONDENTS

TABLE 4.2

Age No of respondent Percentage

Less than 30 years 33 66%

30 to 39 years 15 30%

40 to 49 years 1 2%

50 to 59 years 1 2%

More than 60 years 0 0%

Total 50 100%

ANALYSIS:
45 46
above graph shows that out of 50 respondents only 0 respondents fall under the age
category 50-59 years which is 0%, and 1 respondents who are over 40-49 years which is
47
2% followed by 15 respondents who are under the age group of 30-39 years which is
48
30% and remaining 33 respondents are under the age 20-29 years which comes to 66%
of whole.
 GRAPH SHOWING AGE OF RESPONDENTS

Age

Series 1 Column1 1.2

1 1
1

0.8

0.6

0.4

0.2
0
0
Less than 30 years 30 to 39 years 40 to 49 years 50 to 59 years More than 60 years

INTERPRETATION:
49
from this clearly analyzed that a maximum number of respondents are in between the
age group of 20-29 years of the age of all the respondents is 33 which is 66% data
collected.
 TABLE SHOWING EDUCATION OF RESPONDENTS

TABLE 4.3

Education No of respondent Percentage

Higher education 7 14%

Under -graduated 18 36%

Post-graduated 25 50%

total 50 100%

ANALYSIS:
31
As shown in the chart of education of respondents, 50% majority of respondents have
completed PG. 36% of respondents have completed UG and only 14% of respondents have
completed higher education.
 GRAPH SHOWING EDUCATION OF RESPONDENTS

EDUCATION

30

50%
25

20 36%

15
25

10 18
14%

5 7

0
Higher education Under -graduated Post-graduated
No of respondent

INTERPRETATION:

12
The above graph shows out of 50 respondents only 7 respondents have higher education it
only 14%, 36% of under-graduated 18 respondents and remain 25 respondents are post
graduated which come 50% of whole.
 TABLE SHOWING JOB ROLLS IN THE COMPANY

TABLE 4.3

JOB ROLL No of Respondents Percentage

Manager 6 12

Officer 8 16

employee 36 72

Total 50 100

ANALYSIS:

the table shows job roll of respondents in these 36 respondents are employees in the
organisation. 8 respondents are officers and 6 respondents are mangers in the organisation. This
represents the roll of the employees in the organisations.
 GRAPH SHOWING JOB ROLLS IN THE COMPANY

JOB ROLLS IN THE COMPANY

40 72%

35

30

25

20 36

15

16%
10
12%
8
5 6

0
Manager Officer employee
no of respondents percentage

INTERPRETATION:

The above graph shows the percentage of job roll in the organisation in this 72% of
50
respondents are employees, and 16% of respondents are officers in the organisation and only
12% are managers this represents more employees in the organisation.
 TABLE SHOWING WORKING ON THE ORGANISATION:

TABLE 4.5

years No of respondents Percentage

Less than 6 months 14 28%

6 months to 1 year 13 26%

1-3 years 14 28%

3-5 years 5 10%

More than 5 years 4 8%

total 50 100%

ANALYSIS:
51
In above table 14 respondents are less than 6 months working in the organisation, 13
respondents are 6 months to 1 years’ experience in the organisation, 1-3 years are 14
respondents only 5 respondents have 3-5 years’ experience and only 4 respondents are more
than 5 years’ experience.
 GRAPH SHOWING WORKING ON THE ORGANISATION:

WORKING YEARS

14 14
13

5
4

LESS THAN 6 6 MONTHS TO 1 1-3 YEARS 3-5 YEARS MORE THAN 5

MONTHS YEAR YEARS
YEARS

INTERPRETATION:
12
The above graph 28% respondents are less than 6 months working in the organisation,
26% respondents are 6 months to 1 years’ experience in the organisation, 1-3 years are 28%
respondents only 10% respondents have 3-5 years’ experience and only 8% respondents are
more than 5 years’ experience.
 TABLE SHOWING AWARENESS OF CORPORATE SOCIAL
RESPONSIBILITY IN THE ORGANISATION

TABLE 4.6

contents No of respondents Percentage

Yes 43 86%

No 4 8%

Maybe 3 6%

total 50 100%

ANALYSIS:

in the above table majority 43 respondent’s had awareness of corporate social

responsibility in the organisation. 8 respondents have do not know about CSR in the
organisation and only 3 respondents have little bit awareness about CSR in the organisation.
 GRAPH SHOWING AWARENESS OF CORPORATE SOCIAL
RESPONSIBILITY IN THE ORGANISATION

corporate social responsibility in the organisation

86%

45

40

35

30

25 43
20

15

10 8%
6%
5 4 3
0
yes no maybe
No of respondents percentage

INTERPRETATION:

In the above graph majority 86% respondent’s had awareness of corporate social
responsibility in the organisation. 8% respondents have do not know about CSR in the
organisation and only 6% respondents have little bit awareness about CSR in the organisation
 TABLE SHOWING CSR IS ESSENTIAL FOR IT COMPANIES

TABLE 4.7

contents No of respondents Percentage

43 86%
Yes

3 6%
No

4 8%
Maybe

50 100%
total

ANALYSIS:
31
As shown in the table 43 majority or respondents thinks they want csr in the company.
12
4 respondents are having little idea that maybe the want to add csr in the organisation and only
3 respondents are do not want CSR in the organisation.
 GRAPH SHOWING CSR IS ESSENTIAL FOR IT COMPANIES

45 86%

40

35

30

25 43
20

15

10
6% 8%
5 3 4
0
yes no maybe
Series 1 Series 2 Column1

INTERPRETATION:

As shown in the table 86% majority or respondents thinks they want csr in the
company. 6% respondents are having little idea that maybe they want to add csr in the
organisation and only 8% respondents are do not want CSR in the organisation.
 52
TABLE SHOWING FAMILIAR ARE YOU WITH THE TERM CSR

TABLE 4.8

Contents No of Respondents Percentage

Very familiar 30 60

Somewhat familiar 18 36

Not familiar 2 4

total 50 100

ANALYSIS:

As shown in the table 30 respondents are very familiar about CSR in the organisation.
12
Somewhat familiar respondents are 18 in the organisation and only 2 respondents are not
familiar about the CSR in the organisation.
 52
GRAPH SHOWING FAMILIAR ARE YOU WITH THE TERM CSR

Familiar are you with the term CSR

Not familiar 2 4%

Somewhat familiar 18 36%

30 60%
Very familiar

0 5 10 15 20 25 30 35

no of respondents percentage

INTERPRETATION:

As shown in the table 60% respondents are very familiar about CSR in the organisation.
Somewhat familiar respondents are 36% in the organisation and only 4% respondents are not
familiar about the CSR in the organisation.
TABLE SHOWING CSR FACILITATE STAFF RETENTION IN YOUR
COMPANY

TABLE 4.9

Contents No of Respondents Percentage

Strongly Agree 29 48%

Agree 19 38%

Neutral 7 14%

Disagree 0 0%

Strongly Disagree 0 0%

Total 50 100%

ANALYSIS:

As shown in the above table 29 respondents are csr facilitate staff retention in your
27 27
company, 19 respondents are agreed to this only 7 respondents are telling only neutral in the
organisation and there are no respondents inform about CSR facilitate staff retention in the
18
organisation.
GRAPH SHOWING CSR FACILITATE STAFF RETENTION IN YOUR
COMPANY

CSR facilitate staff retention in your company

48%

30

25 38%

20

29
15
14%
19
10

5 7
0% 0%
0 0
0
Strongly agree Agree neutral Disagree Strongly disagree
no of respondents percentage

INTERPRETATION:

As shown in the above table 48% respondents are csr facilitate staff retention in your
27
company, 38%respondents are agreed to this only 14% respondents are telling only neutral in
2
the organisation and there are no respondents inform about CSR facilitate staff retention in the
organisation.
 TABLE SHOWING COMPANY HAVE SEPARATE CSR
DEPARTMENT

TABLE 4.10

Particulars No of Respondents Percentage

Strongly Agree 28 56%

Agree 16 32%

Neutral 7 12%

Disagree 0 0%

Strongly Disagree 0 0%

Total 50 100%

ANALYSIS:

As shown in the table 28 respondents strongly agree towards CSR separate department
in the organisation. 16 respondents agree towards CSR separate dept and only 7 respondents
21
give natural towards this. No respondents give disagree and strongly disagree towards CSR
separate department in the organisation.
 GRAPH SHOWING COMPANY HAVE SEPARATE CSR
DEPARTMENT

company have separate CSR department

56%
30

25

20 32%

15 28

12%
10
16

5 7

0
Strongly agree Agree neutral Disagree strongly disagaree
No of respondents percentage

INTERPRETATION:
As shown in the table 56% respondents strongly agree towards CSR separate
department in the organisation. 32% respondents agree towards CSR separate dept and only
12% respondents give natural towards this. No respondents give disagree and strongly disagree
towards CSR separate department in the organisation.
 TABLE SHOWING TYPES OF VOLUNTEER ACTIVITIES ARE
INTERESTED IN CSR

TABLE 4.11

Particulars No of Respondents Percentage

Project with disable people 15 30%

Environmental projects 18 36%

Medical camp 15 30%

Project with children 2 4%

total 50 100%

ANALYSIS:

As above table shows the types of volunteer activities are interested in CSR in these 15
respondents choose project with disable people. 18 respondents are interested environmental
projects. 15 respondents choose medical camp projects and only 2 respondents are interested
with project with children.
 36%
20
30% 30%
18
16
14
12
10 18
15 15
8
6
4%
4
2 2
0
Project with disable Environmental Medical camp Project with children
people projects
no of respondents percentage

INTERPRETATION:

As above table shows the types of volunteer activities are interested in CSR in these
30% respondents choose project with disable people. 36% respondents are interested
environmental projects. 30% respondents choose medical camp projects and only 4%
respondents are interested with project with children.
 24
TABLE SHOWING EMPLOYEES FEEL ABOUT THEIR
ORGANISATION WHICH IS SOCIALLY AND ENVIRONMENTALLY
RESPONSIBLE

TABLE 4.12

Particulars No of Respondents Percentage

Strongly Agree 22 44%

Agree 22 44%

Neutral 6 12%

Disagree 0 0%

Strongly Disagree 0 0%

Total 50 1005

ANALYSIS:

As above tables shows showing employees feel about their organisation which is
socially and environmentally responsible. In these 22 respondents are given strongly agree
towards CSR. 22 respondents towards agree in the mind. And 6 respondents are given neutral.
There is no disagree and strongly disagree respondents who employees feel about their
organisation which is socially and environmentally responsible.
 GRAPH SHOWING EMPLOYEES FEEL ABOUT THEIR
ORGANISATION WHICH IS SOCIALLY AND ENVIRONMENTALLY
RESPONSIBLE

employees feel about their organisation which is

socially and environmentally responsible
No of respondents percentage

Strongly disagree 0

Disagree 0

12%

neutral 6
44%

Agree 22
44%

Strongly agree 22

Interpretation:

As above tables showing employees feel about their organisation which is socially and
environmentally responsible. In these 44% respondents are given strongly agree towards CSR.
44% respondents towards agree in the mind. And only 14% respondents are given neutral.
There is no disagree and strongly disagree respondents who employees feel about their
organisation which is socially and environmentally responsible.
 TABLE SHOWING STATEMENTS TO MEASURE THE
DESIRABILITY OF AN ORGANISATION TO JOB APPLICANT
HAVING THE FOLLOWING CSR ELEMENTS

TABLE 4.13

Particulars No Of Respondents Percentage

Socially Responsible 22 44%

Environmental 16 32%
Responsible

Employee Welfare 9 18%

Corporate Governance 3 6%

Total 50 100%

ANALYSIS:

As above table shows statements to measure the desirability of an organisation to job

applicant having the following csr elements. 22 respondents are socially responsible, 16
respondents desire to environmental responsible. 9 respondents are desire to employee welfare
and 3 respondents desire to corporate governance to job applicant having the following csr
elements.
 GRAPH SHOWING STATEMENTS TO MEASURE THE
DESIRABILITY OF AN ORGANISATION TO JOB APPLICANT
HAVING THE FOLLOWING CSR ELEMENTS

Statements to measure the desirability of an

organisation to job applicant having the following CSR
elements
44%

25 32%

20

15
18%
22
10 16
6%
9
5
3
0
Socially responsible Environmental Employee welfare Corporate governance
responsible
No of respondents Percentage

INTERPRETATION:

As above table shows statements to measure the desirability of an organisation to job

applicant having the following csr elements. 44% respondents are socially responsible, 16
respondents desire to environmental responsible. 9 respondents are desire to employee welfare
and 3 respondents desire to corporate governance to job applicant having the following csr
elements.
 TABLE SHOWING STATEMENT TO MEASURE EMPLOYEE
ORGANISATION COMMITMENT, EMPLOYEE IDENTIFICATION
ETC WITH RESPECT TO THEIR PERCEPTIONS OF CSR IN THE
ORGANISATION

Table 4.14

Particulars No of Respondents Percentage

Employee Identification 10 20%

Job Satisfaction 28 56%

Work Meaningfulness 8 16%

Organisation Citizenship 4 8%
Behaviours

Total 50 100%

ANALYSIS:

As above table showing statement to measure employee organisation commitment,

8
employee identification etc with respect to their perceptions of csr in the organisation. 10
respondents choose employee identification. Majority 28 respondents are chosen job
satisfaction. Work meaningfulness is only 8 respondents and only 4 respondents chose towards
organisation citizenship behaviours.
 GRAPH SHOWING STATEMENT TO MEASURE EMPLOYEE
ORGANISATION COMMITMENT, EMPLOYEE IDENTIFICATION
ETC WITH RESPECT TO THEIR PERCEPTIONS OF CSR IN THE
ORGANISATION

STATEMENT TO MEASURE EMPLOYEE ORGANISATION COMMITMENT,

EMPLOYEE IDENTIFICATION ETC WITH RESPECT TO THEIR PERCEPTIONS
OF CSR IN THE ORGANISATION
56%

30
25
20
20% 28
15 16%

10 8%
10 8
5 4
0
Employee identification Job satisfaction Work meaningfulness Organisation citizenship
behaviour
No of respondents Percentage Column2

INTERPRETATION:

As above table showing statement to measure employee organisation commitment,

employee identification etc with respect to their perceptions of csr in the organisation. 20%
respondents choose employee identification. Majority 56% respondents are chosen job
satisfaction. Work meaningfulness is only 16% respondents and only 8% respondents chose
towards organisation citizenship behaviours.
 TABLE SHOWING LEVEL IN COMPANY PARTICIPATE IN CSR
INITIATIVES

TABLE 4.15

Particulars No of Respondents Percentage

Global 16 32%

Reginal 24 48%

International 10 20%

Total 50 100%

ANALYSIS:

As above table showing level in company participate in csr initiatives, 16 respondents

want to go global level, 24 respondents are plan for reginal level and only 10 respondents want
to international level in company participate in csr initiatives.
 LEVEL IN COMPANY PARTICIPATE IN CSR INITIATIVES
48%

25

32%
20

20%
15
24

10 16
10
5

0
global Reginal International
No of Respondents percentage

Interpretation:

As above table showing level in company participate in csr initiatives, 32% respondents
want to go global level, 48% respondents are plan for reginal level and only 20% respondents
want to international level in company participate in csr initiatives.
 TABLE SHOWING CSR HELPS THE EMPLOYEES IN THEIR SELF-
ESTEEM NEEDS IN YOUR ORGANISATION

TABLE 4.16

Particulars No of Respondents Percentage

Strongly Agree 14 28%

Agree 29 58%

Natural 6 12%

Disagree 0 0%

Strongly Disagree 1 2%

Total 50 100%

ANALYSIS:

As above table showing CSR helps the employees in their self-esteem needs in your
53
organisation,14 respondents are strongly agreed towards CSR helps the employees in their
self-esteem needs in your organisation, 29 respondents are agreed to this. 6 respondents give
natural for csr and only 1 given strongly disagree to this.
 GRAPH SHOWING CSR HELPS THE EMPLOYEES IN THEIR SELF-
ESTEEM NEEDS IN YOUR ORGANISATION

CSR HELPS THE EMPLOYEES IN THEIR SELF-

ESTEEM NEEDS IN YOUR ORGANISATION
35
58%

30

25

20
28%
15 29

10
12%
14
5
6 2%
0 00% 1
Strongly agree Agree Natural Disagree Strongly disagree
no of respondents percentage

INTERPRETATION:

As above graph showing csr helps the employees in their self-esteem needs in your
organisation. 28% respondents are strongly agreed to this, 58% respondents are agreed to this,
12% respondents are given natural for this and 2% respondent are strongly disagreeing towards
csr helps the employees in their self-esteem needs in your organisation.
 TABLE SHOWING IMPORTANT REASONS FOR COMPANIES TO
GET INVOLVED IN CSR ACTIVITIES IN YOUR OPINION

TABLE 4.17

Particulars No of Percentage
Respondents
To Improve the Image of 14 28%
Company

To Attract Employee 20 40%

To Help Society and 16 32%

Environment

To Attract Customers 0 0%
Attention
Total 50 100%

ANALYSIS:

As above table important reasons for companies to get involved in csr activities in your
12
opinion. 14 respondents are to improve the image of company. 20 respondents are chosen to
attract the employees. 16 respondent’s opinion to help society and environment and no
respondents towards to attract customers attention to companies to get involved in csr activities
in your opinion.
 IMPORTANT REASONS FOR COMPANIES TO GET INVOLVED IN CSR
ACTIVITIES IN YOUR OPINION

40%
25
32%
20 28%

15
20
10 16
14

5 0
0
0
To improve the image of To attract employee To help society and To attract customers
company environment attention
No of respondents percentage

INTERPRETATION:

As above table important reasons for companies to get involved in csr activities in your
opinion. 28% respondents are to improve the image of company. 40% respondents are chosen
2
to attract the employees. 32% respondent’s opinion to help society and environment and no
respondents towards to attract customers attention to companies to get involved in csr activities
in your opinion.
 TABLE SHOWING OVERALL SATISFIED WITH THE CSR
ACTIVITIES IN YOUR ORGANISATION

TABLE 4.18

Particulars No of Respondents Percentage

Satisfied 31 62%

Natural 19 38%

Dissatisfied 0 0%

Total 50 100%

ANALYSIS:

As above table overall satisfied with the csr activities in your organisation,
49
21 respondents are fully satisfied with CSR activity and 19 respondents are
naturally satisfied but fully satisfied with the CSR activity.
 GRAPH SHOWING OVERALL SATISFIED WITH THE CSR
ACTIVITIES IN YOUR ORGANISATION

OVERALL SATISFIED WITH THE CSR ACTIVITIES IN YOUR

ORGANISATION

dissatisfied 0 0%

Natural 19 38%

Satisfied 31 62%

0 5 10 15 20 25 30 35

No of respondents Percentage

INTERPRETATION:

As above table overall satisfied with the csr activities in your organisation,
62% respondents are fully satisfied with CSR activity and 38% respondents are
naturally satisfied but fully satisfied with the CSR activity.
 CHAPTER 5

FINDINGS SUGGESTION AND CONCLUSIONS

FINDINGS

4
This finding can help managers to devise CSR programs that will result in the maximum
involvement and engagement of the employees.

 The study shows job roll of respondents in these 77% respondents are employees in the
8
organisation. The study was also able to identify that of the employees have participated in
CSR activities hosted or supported by their organization while 33%% have not. Even though
52
more than half of the participating employees had participated in CSR events, a higher
percentage of employee involvement will help the organization to reap the benefits of CSR
in terms of employee engagement.

 Almost 60% respondents are very familiar about CSR in the organisation. This show
majority most of people know the csr activities.

 In the organisation majority 86% respondent’s had awareness of corporate social

responsibility in the organisation.

 Most of 56% respondents strongly agree towards CSR separate department in the
organisation

 Since most of the employees have the knowledge about CSR activities and abide to them in
their respective company, there is awareness about the CSR activities in the organisational
scenario.

46
 Almost 86% majority of respondents thinks they want csr in the Himalaya company. this
may help in the organisation.

 CSR operations vary from firm to firm, like for some relationship with community is
significantly focused on, wherein some focus on environmental protection while others can
focus on suppliers or clients.
 Almost 30% respondents choose project with disable people. 36% respondents are
interested environmental projects. 30% respondents choose medical camp projects.
 The levels in company participate in csr initiatives, 32% respondents want to go global
level, majority 48% respondents are plan for reginal level and only 20% respondents want
to international level in company participate in csr initiatives.

 Most of the employees think positive about the fact that profit has raised up due CSR
activities.

 Most of the employees think positive about the fact that revenue has taken an upsurge while
50
some of them are neutral. 5. More than 50 % of the people support the fact that practices of
responsible business have helped the company in realising significant operations.

 Most of employees feel about their organisation which is socially and environmentally
responsible. In these majority 44% respondents are given strongly agree towards CSR.

 Most of CSR statements to measure the desirability of an organisation to job applicant

having the following csr elements. majority 44% respondents are socially responsible.

 Most of CSR statement to measure employee organisation commitment, employee

8
identification etc with respect to their perceptions of csr in the organisation Majority 56%
respondents are chosen job satisfaction 20% respondents choose employee identification.

 Most of the company use social budget and intangible capital budget for their operations as
CSR action.

 Most of the employees think that employee retention and overtime are the major
problematic areas of the company.
SUGGESTIONS:

Some of the few suggestions to develop csr activities and also to change some
perception regarding csr activities.,

 Create more awareness about CSR in the organisation and also make sore they have known
about what is the benefit to society and organisations.

 Maintain proper relationship between organisation and employee to avoid conflicts in

employees

 Provide guide lines to employees towards development of the CSR activities

30
 Get some ideas from the low level and medium level employees to better idea to do CSR
activities.

 Organisation give respect to employee’s thoughts and ideas to avoid misunderstanding

between the employees and organisation.
CONCLUSION:

The main research questions this study aimed to answer was “What are the impacts of employee
awareness and perception of Corporate Social Responsibility (CSR). CSR program helps the
organization in attracting and retaining talents. The CSR elements of an organization are attractive
to potential job seekers. It has also been found that employees seek psychological needs fulfilment
through their organization which can be accomplished by CSR. Employee perception of CSR has
been found to impact an employee’s Company identification.

Hence it can be concluded that developing CSR programs that involve employees can help
organizations safeguard their valuable talent pool and also attract potential employees to their firm
by having an edge over the rest. In short, organizations can, to an extent, win the war over talent
by simply doing well.
BIBLIOGRAPHY

References

Austin (2000), “Do Corporates Have Social Responsibility? A Case Study of TVS Motor
Company”, the Iai University Journal of Corporate Governance, Vol. VIII, Nos. 3 & 4, pp 131
138.

Zahler (2015), “An Analysis of CSR Expenditure by Indian Company”, Indian Journal of
Corporate Governance, Volume 7, No. 2, July December 2014, pp 82 94.

Alan muller, AnsKolk (2009), “Economic Empowerment Through Microfinance, An Assessment

of CSR Activity run by Forbes Marshall Ltd.”, International journal of business insights &
transformation, October 08 March 09, pp 64 74.

Claire Johnson (2015), “MNC CSR in Emerging Economy Conflict Zones a Case Study of HUL‟s
North East Operations.

W Philippa et al (2013), “Corporate Sustainability/CSR and the Influence of the Independent

Director: “100% Pure” New Zealand, European Conference on Management, Leadership &
Governance, pp 372 380.

SumonaGhosh (2015), “Proactive Communication of CSR in India: A Distant Dream or

Reality?”,Paradigm , 19(2) 115– 136, SAGE Publications, DOI: 10.1177/0971890715609845,
http://par.sagepub.com.

K. Madhavi (2015), “A Study of the CSR Policies and Practices of Indian Company”, DAWN:
Journal for Contemporary Research in Management, ISSN -2348.
Websites.

www.wikipidia.com

www.businessstudies.in

www.himalyacomany.com
QUESTIONNAIRES: -

1. Gender *
 Female
 Male

2. Age *
 18-24
 25-40
 41-50
 50 and above

3. Qualification *
 UG
 PG
 Higher education
 Others____

4. What is your job role?

 Employee
 Officer
 Manager

5. How long have you been working in the organisation?

 Less than 6months
 6months to 1year
 1-3years
 3-5years
 More than 5years
6. Are you aware of Corporate social responsibility (CSR) in your organisation?
 Yes
 No
 Maybe

7. Do you think CSR is essential for IT companies?

 Yes
 No
 Maybe

8. How familiar are you with the term corporate social responsibility?
 Very familiar
 Somewhat familiar
 Not familiar

9. Does CSR facilitate staff retention in your company?

 Strongly agree
 Agree
 Neutral
 Disagree
 Strongly disagree

10. Does your company have separate CSR department?

 Strongly agree
 Agree
 Neutral
 Disagree
 Strongly disagree
11. Please select the types of volunteer activities you are interested in CSR
 Project with disable people
 Environmental projects
 Medical camp
 Project with children

12. Do you agree that employees feel about their organisation which is socially and
environmentally responsible?
 Strongly agree
 Agree
 Neutral
 Disagree
 Strongly Disagree

13. Statements to measure the desirability of an organisation to job applicant having the
following CSR elements *
 Socially responsible
 Environmental responsible
 Employee welfare
 Corporate governance

14. Statement to measure employee organisation commitment, employee identification etc.

with respect to their perceptions of CSR in the organisation *
 Employee identification
 Job satisfaction
 Work meaningfulness
 Organisation citizenship behaviours
15. In which level does your company participate in CSR initiatives? *
 Global
 Regional
 National
 Other: ______

16. Does CSR helps the employees in their self-esteem needs in your organisation
 Strongly agree
 Agree
 Neutral
 Disagree
 Strongly disagree

17. What are the important reasons for companies to get involved in CSR activities in your
opinion?
 To improve the image of Company
 To attract employees
 To help society and environment
 To attract customers attention

18. Overall are you satisfied with the CSR activities in your organisation?
 Satisfied
 Neutral
 Dissatisfied