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Applied Longitudinal Data Analysis Modeling Change And Event Occurrence

This paper describes corporate branding as an organisational tool whose successful application depends on attending to the strategic, organisational and communicational context in which it is used A model to help managers analyse context in terms of the alignment between strategic vision, organisational culture and corporate image is presented The model is based on a gap analysis, which enables managers to assess the coherence of their corporate brand Use of the model is illustrated by examining the stages of development that British Airways passed through in the creation of its corporate brand The paper concludes that corporate brand management is a dynamic process that involves keeping up with continuous adjustments of vision, culture and image The model suggests an approach to corporate branding that is organisationally integrated and cross‐functional, hence the thesis that it is important to bring the (whole) corporation into corporate branding

/pdf/bringing-the-corporation-into-corporate-branding-4hq9uqvefx.pdf

Bringing the corporation into corporate branding

The growing awareness of and regulations related to environmental sustainability have invoked the concept of green human resource management (GHRM) in the search for effective environmental management (EM) within organizations. GHRM research raises new, increasingly salient questions not yet studied in the broader human resource management (HRM) literature. Despite an expansion in the research linking GHRM with various aspects of EM and overall environmental performance, GHRM’s theoretical foundations, measurement, and the factors that give rise to GHRM (including when and how it influences outcomes) are still under-specified. This paper, seeking to better understand research opportunities and advance theoretical and empirical development, evaluates the emergent academic field of GHRM with a narrative review. This review highlights an urgent need for refined conceptualization and measurement of GHRM and develops an integrated model of the antecedents, consequences and contingencies related to GHRM. Going beyond a function-based perspective that focuses on specific HRM practices and building on advances in the strategic HRM literature, we discuss possible multi-level applications, the importance of employee perceptions and experiences related to GHRM, contextual and cultural implications, and alternative theoretical approaches. The detailed and focused review provides a roadmap to stimulate the development of the GHRM field for scholars and practicing managers.

Green human resource management research in emergence: A review and future directions

This article aims to consolidate the psychological microfoundations of corporate social responsibility (CSR) by taking stock and evaluating the recent surge of person-focused CSR research. With a systematic review, the authors identify, synthesize, and organize three streams of micro-CSR studies—focused on (i) individual drivers of CSR engagement, (ii) individual processes of CSR evaluations, and (iii) individual reactions to CSR initiatives—into a coherent behavioral framework. This review highlights significant gaps, methodological issues, and imbalances in the treatment of the three components in prior micro-CSR research. It uncovers the need to conceptualize how multiple drivers of CSR interact and how the plurality of mechanisms and boundary conditions that can explain individual reactions to CSR might be integrated theoretically. By organizing micro-CSR studies into a coherent framework, this review also reveals the lack of connections within and between substreams of micro-CSR research; to tackle them, this article proposes an agenda for further research, focused on six key challenges.

/pdf/the-psychological-microfoundations-of-corporate-social-1ok99ouj8y.pdf

The psychological microfoundations of corporate social responsibility: A person-centric systematic review

Abstract : A study is reported of the variations in organizational commitment and job satisfaction, as related to subsequent turnover in a sample of recently-employed psychiatric technician trainees. A longitudinal study was made across a 10 1/2 month period, with attitude measures collected at four points in time. For this sample, job satisfaction measures appeared better able to differentiate future stayers from leavers in the earliest phase of the study. With the passage of time, organizational commitment measures proved to be a better predictor of turnover, and job satisfaction failed to predict turnover. The findings are discussed in the light of other related studies, and possible explanations are examined. (Modified author abstract)

/pdf/organizational-commitment-job-satisfaction-and-turnover-1m9aenmhzm.pdf

Organizational Commitment, Job Satisfaction and Turnover Among Psychiatric Technicians. Technical Report No. 16.

Firms are increasingly launching initiatives with explicit social mandates. The business case for these often relies on one critical aspect of human capital management: employee retention. Although prior empirical studies have demonstrated a link between corporate social initiatives and intermediate employee-related outcomes such as motivation and identification with the firm, their relationship with final retention outcomes has not been investigated. Our study fills this gap. Using individual-level data for approximately 10,000 employees in a global management consulting firm, we present empirical evidence of a positive retention effect associated with employee participation in a corporate initiative with explicit social impact goals. In addition, we offer arguments for moderating conditions that weaken this relationship and present evidence consistent with our arguments. Further econometric analysis based on a stringent matching approach as well as additional analyses based on survey and interview data suggest that the retention effect can at least partly be attributed to treatment and is not all just a manifestation of sorting of certain types of employees into the social initiative. Overall, by demonstrating a positive association between social initiative participation and employee retention, this study highlights the need for further research into how corporate social engagement can serve as a tool for strategic human capital management.

/pdf/corporate-social-initiatives-and-employee-retention-e7s35cefaa.pdf

Corporate Social Initiatives and Employee Retention

Research Summary: Companies often justify their corporate social initiatives by citing talent management benefits. We examine the extent of, and the reasons for, employee interest in such an initiative in a global management consulting firm. We find a large fraction of employees to be interested in participation in the initiative even when participation requires a personal sacrifice in the form of a salary cut. However, this interest is driven not just by prosocial motivation: Expectations regarding private benefits, such as improved career prospects from new skills acquired, also play a role. Considerations of social impact and private benefits are equally salient when no salary cut is required, but private considerations become more prominent when participating employees are asked to accept a salary cut. Managerial Summary: Many companies are moving from stand‐alone corporate social responsibility (CSR) projects to social initiatives integrated into strategy. Providing employees with the opportunity to participate in such initiatives is said to help attract, motivate and retain talent. In this study, carried out in collaboration with a management consulting firm, we examine how much and why employees value participation in a corporate social initiative. Based on interviews and survey data, we find that employees are not only interested in, but often even willing to accept, a temporary salary cut for the opportunity. However, altruistic motivation is not the only driver of this interest: Employees also expect and value the possibility that the experience would lead to private benefits, such as developing skills likely to enhance their career prospects.

Taking a hit to save the world? Employee participation in a corporate social initiative

Companies often justify corporate social engagement citing intangible employee-related benefits. This study examines the extent and nature of the benefits employees perceive from a social initiative launched by a management consulting firm.Based on insights from interviews, survey analysis and project participation data, the authors find employees to be interested in and willing to accept substantial financial sacrifice for participation in the initiative.The authors investigate how differences in these preferences vary not just with employee characteristics but also with their expectations from participation.Results suggest that both expectations regarding social impact and private benefits are important drivers. However, while social impact is the dominant consideration when no financial sacrifice is involved, private benefits become the more salient concern as the extent of the required sacrifice increases.

Taking a Hit to Save the World? Employee Participation in a Corporate Social Initiative

Addressing societal issues increasingly requires multistakeholder collaboration. Yet, cross-sector partnerships (CSPs) are often difficult to form and maintain because of coordination problems and ...

Sustainable cross-sector collaboration: building a global platform for social impact

Firms increasingly offer employees the opportunity to participate in firm-sponsored social impact initiatives expected to benefit the firm and employees. We argue that participation in such initiat...

https://journals.sagepub.com/doi/pdf/10.1177/00018392211020660

Up to No Good? Gender, Social Impact Work, and Employee Promotions:

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