promotion and flexibility rather than just recruitment. Training is essential at all levels of an organization for employees to become educated about the advantages of gender equality. resources prioritize the environmental aspects over HRM. This study examines how far and under what circumstances HR is engaged. In the case of gender equality, we need to check our blind spots so we can see the total picture. This chapter explores the partnership between corporate social responsibility (CSR) and human resource management (HRM) functions in promoting equality and diversity in the workplace. By drawing on data from interviews with 29 CSR and HRM professionals of large organisations in New Zealand, this paper argues that the role and contribution of the HR function in CSR is contingent on organisational variables such as the CSR structure, the scope and application of CSR and the nature of the HR functions. process of implementing equality and diversity at the workplace. It suggests a cooperative CSR strategy which creates prosperity for corporations and for the people they serve. The International Journal of Human Resource Management. Kilgour, M. (2013). A workplace gender equality policy clearly outlines the organisation’s stated gender equality intent, priorities and practices. and disconnection. It was produced by the Bay Area Council Economic Institute in print and PDF formats accompanied by a web landing page This facilitates the broadening of the implications of equality and diver-. ISO26000, which helped them to redesign equality and diversity programmes. If these factors are not favourable, disconnections may exist between CSR and HRM. This category included eight organizations in our study, such as, banks and those in the retail, telecommunications and postal sectors. Grosser, K., Adams, C. & Moon, J. UK. Let’s take workplace policies, as one example. Corporate scandals and lack of confidence in our largest institutions mean that corporate social responsibility (CSR) now matters more than ever. CSR and HRM are integrated in promoting diversity and equality, interface. Back in 2006, we decided to promote. Boxenbaum, E., Gjuvsland, M. & Leon, C. (2011). Labor quality in high performance work systems has been increased through strategic human resource management as well as productivity. When women participate Exploring HRM involvement in CSR: variation of Ulrich’s HR roles by organisational context, CSR for HR: Embedding CSR in Workplace Practices, Gender equality and diversity in the workplace: Expanding CSR Horizons, In book: Gender Equality and Responsible Business: Expanding CSR Horizons (pp.135-152), Editors: Kate Groccer, Lauren McCarthy, Maureen Kilgour. their gender gaps—and make progress on the road to equality. ResearchGate has not been able to resolve any citations for this publication. PDF | On Apr 10, 2015, Faiza Ali published Gender equality in the workplace | Find, read and cite all the research you need on ResearchGate First, in the organizations with well-developed and multi-, issues. the gender balance of the workforce, senior management and board of directors, as well as equal pay, parental leave, non-discriminatory hiring and promotion and supply chain safety. CSR encourages commitment to this agenda and CSR indicators, measurement and CSR helps embed the social and ethical concerns of employees in HRM policies and practice and promotes socially responsible HRM. Further r. of such performance provides an additional business context to HRM. CSR. The paper concludes with implications for HR management and avenues for further research. tory requirements of equality and diversity which resulted in. The chapter argues that, although. Diversity management in Denmark: Evolutions from 2002 to 2009, Organization-Level Determinants of Women in Management. 14044556 The change in diversity of workforce because of demographic changes like women in the workplace, and limited to administrative work (Toulson and Defryn, 2007). Consequently, responsibly will increase the human development of stakeholders both within and, Stakeholders are those who have an ongoing interest and relationship with, concepts and practices have been developed, such as, Gender equality–diversity and the CSR–HRM link, Gender equality and diversity are two of the key employee-centred practices. These are discussed in the follo, As different organizations implemented CSR differently, diversity and equality, factor directly affecting the CSR–HRM link. reviewed to explore their commitment to CSR, assuming, examination of the websites, 30 companies w, of the 16 sampled companies is shown in T, and CSR manager in each organization, though this was. When boards are more gender-equal, companies are more likely to be attuned to the attitudes and behaviours of whole populations, rather than of just one half of them. Globalization and its melting pot of different nationalities, ethnicities and cultures is attracting research that is gathering in substance and theory. We generally look after. The Roles of HRM in CSR: Strategic Partnership or Operational Support? and HRM professionals to develop workable solutions. business-growth-agenda/sectors-reports-series/pdf-image-library/the-small-business-, sector-report-and-factsheet/Small%20Business%20F. Embedding Sustainability into Global Supply Chains: Evidence from Multi-tier Apparel Suppliers. Institutional analysis and the. reporting help companies to address equality and diversity in a more cohesive manner. When boards are more gender-equal, companies are more likely to be attuned to the attitudes and behaviours of whole populations, rather than of just one half of them. Utilising Ulrich’s model of HRM, the analysis also finds evidence of the roles of administrative expert, employee champion and change agent in relation to external CSR, though the focus is more on support than ‘strategic partnership’ in this domain. Encroaching on CSR are concepts such as corporate sustainability and corporate citizenship, and older concerns with business ethics, business in society and the ethical corporation. This Handbook showcases the scope of international perspectives that exist on workplace diversity and is the first to define this hotly contested field. The relationship between the HRM and CSR functions is, however, under-investigated than other, The nascent literature around corporate social responsibility (CSR) and human resource management (HRM) suggests considerable involvement of HR in the development and implementation of CSR strategy, but there is a lack of consensus around the extent, contingencies and theoretical assumptions underpinning such an emerging role. rate responsibility reporting in the USA, UK, Australia, and Germany. in CSR strategy formulation and implementation. This falls within the ethical or discretionary responsi-, Another key area where the CSR–HRM link can advance equality and diversity is, information on all of these performance indicators or, grammes. It, bined remit of CSR and HRM. The ongoing conceptual development has resulted in the propaga-, Stakeholders exist both within a firm and outside. Unconscious gender bias in the workplace Unconscious gender bias is defined as unintentional and automatic mental associations based on gender, stemming from traditions, norms, values, culture and/or experience. It does so by drawing on data from interviews with 29 CSR and HR professionals from large New Zealand organizations. equality and work–life balance, CSR has implications for HRM. functions may lead to affirmative action and equal employment opportunities but, helpful in resolving many issues by developing and promoting varied initiatives, particular, in the context of New Zealand, by embedding CSR, performance and take corrective actions to promote weak areas. High performance work systems include those with employee recruiting and selection practices, efficient training and development programs, and communication and employee participation practices. The chapter argues that, although HRM drives equality and diversity, CSR helps to extend equality and diversity beyond mandatory action. HRM to promote diversity and equality in these organizations. Drawing on case studies of international companies and analysis of research from the past two decades, The Planetary Bargain shows how corporations can preserve their profitability while treating all stakeholders ethically and responsibly. HRM cannot be clearly understood (Cohen, 2010). principles of the UN Global Compact (Kilgour, according to gender, age group, minority group. Further, it argues that although HRM is responsible for employee issues such as diversity, Join ResearchGate to discover and stay up-to-date with the latest research from leading experts in, Access scientific knowledge from anywhere. This Building Gender Equity in the Workplace best practices resource guide is a project of the Gender Equity Committee of the Bay Area Council, in partner-ship with The Representation Project and numerous other regional sponsors. (2008). Disruptive technology in the agri-food sector. Diversity management in Denmark: Evolu-, Campbell, J. This paper discusses the possibilities of embedding corporate social responsibility (CSR) into human resource management (HRM), drawing on data from interviews with CSR and HR professionals. Massey University Auckland Campus New Zealand, Gender equality and diversity in the workplace, Unemployment and gender pay gap figures from Ministry for, Industry grouping of participant companies, Business and Society: Ethics and Stakeholder Management, Corporate Social Responsibility and Environmental Management. A stakeholder framework for analysing and evaluating corporate social performance. Equileap’s gender equality scoring methodology (the “Equileap Scorecard”) was developed by Equileap to assess a company’s commitment to gender equality. The Global Compact and gender, International Journal of Management Reviews. Gender equality in the workplace: The effect of gender equality on productivity growth among the Chilean manufacturers January 2016 The Journal of Developing Areas 50(1):257-274 The Handbook of Workforce Diversity is an indispensable resource for students and academics of human resource management, organizational behavior, organizational psychology and organization studies. The purpose of this article on corporate social responsibility (CSR) concepts and practices, referred to as just 'social responsibility' (SR) in the period before the rise and dominance of the corporate form of business organization, is to provide an overview of how the concept and practice of SR or CSR has grown, manifested itself, and flourished. Hence, the role of HR in CSR is multi-faceted and varies according to organisational contextual factors. Key issues are drawn together in an insightful introduction from the editors, and future directions for research are proposed in the conclusion. Are you leading a socially responsible and sustainable human resource function? areas. responsible leadership: An exploration of the CSR–HR interface. This is because CSR can help HRM to, aims to focus on the discretionary aspects of equality and diversity, aged and female employees. CSR-HRM partnership in promoting equality and diversity at the workplace. Part I of the Handbook dissects the theoretical reasons and shows how the study of workplace diversity follows different directions. Within a multi-dimensional CSR–HRM relationship and context, HRM is likely to provide considerable strategic and operational input to the development and implementation of ‘internal CSR’, the natural domain of HRM relating to employee development and well-being. analysis was employed using the Nvivo 9 programme. 9 Gender equality and diversity in the workplace 139 Gender equality and diversity in the context of New Zealand In New Zealand, with its relatively small economy, 97.2% of enterpr ises are small However, equality–diversity issues.

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