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博碩士論文 etd-0729112-192624 詳細資訊
Title page for etd-0729112-192624
The Role of Human Resources Professionals in Corporate Social Responsibility: An Exploratory Study of Taiwanese Firms
Year, semester
Number of pages
Ming-Chu Yu
Advisory Committee
Christina Yu-Ping Wang
Date of Exam
Date of Submission
Strategic Human Resources, Corporate Sustainability, Implicit Corporate social responsibility, Employee involvement, Employee wellbeing
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Nowadays most companies are now being faced with the reality that Corporate Social Responsibility is more than merely a fad. Drawing upon CSR, HR and stakeholder related theories this research aims to substantiate empirically by exploring HR’s contribution to responsible leadership within corporations with the endeavor to explore to what extent Taiwanese companies have integrated CSR practices in their Human Resource Management policies and practices. Relying on the quantitative analysis of 82 questionnaires and qualitative analysis of interviews with CSR and HR executives from 3 corporations in Taiwan, an analysis of whether HR supporting functions towards employee training and development (CSR and General), employee wellbeing, employee engagement and CSR communication to employees contributed to the success of CSR programs. Findings of this research uncovered that companies pay due attention to employee training and development, employee wellbeing as well as employee engagement. The study also helped explain the existence of implicit CSR practices in Taiwanese firms suggesting that an inside-out approach to CSR communication exists in Taiwanese firms; most firms do not engage in philanthropic activities but are more akin to ensuring that they maintain a high level of employee work-life balance. The thesis concludes that the HR has the potential to dig deeper into the company levels and structures and identifying underlying definitional issues that may prevent or facilitate the success of CSR programs.
目次 Table of Contents
中文摘要 iii
1 Introduction 1
1.1 Research Background 1
1.2 Research Objectives 4
1.3 Research Framework 7
2 Literature Review 9
2.1 Understanding CSR 10
2.2 CSR in Taiwan 11
2.3 Human Resource Management 12
2.4 Strategic Human Resources Management 13
2.5 Sustainability 14
2.6 CSR and Human Resource Management 14
2.7 A Stakeholder Approach to CSR 20
2.8 Responsible Workplace 21
2.9 HR Involvement in CSR Does it matter? 23
2.9.1 Corporate Social Responsibility Success 25
2.9.2 Training and staff Development 25
2.9.3 Employee Engagement 26
2.9.4 Employee Well being 26
2.9.5 CSR Communications 27
3 Data and Methodology 29
3.1 Mixed Methods Approach 29
3.2 Research Framework 30
3.3 Research Hypothesis 31
3.4 Data Collection Procedure 32
3.5 Instrumentation 32
3.5.1 Quantitative Research 34
• Demographic Information 36
• Corporate Social Responsibility Success 37
• Training and staff development 37
• Employee Involvement 38
• Employee Well being 38
• CSR Communications 39
3.5.2 Qualitative research 39
3.6 Analytical Procedures 41
3.6.1 Data Cleaning and Preliminary analysis 42
3.6.2 Factor Analysis 43
3.6.3 Descriptive Statistics 43
3.6.4 Correlation Analysis 44
3.6.5 Research Quality 44
3.6.6 Linear and Hierarchical Regression Model 46
3.6.7 Mediation Analysis 48
3.6.8 Qualitative data analysis 49
4 Research Results and Discussion 50
4.1 Factor Analysis & Reliability 50
4.1.1 CSR Success 50
4.1.2 Training and Staff Development 51
4.1.3 Employee Involvement 53
4.1.4 Employee Wellbeing 53
4.1.5 CSR Communication 54
4.2 Descriptive Statistics 56
4.2.1 Pearson’s Correlation 57
4.3 Linear regression 58
4.4 Hierarchical Regression 63
4.5 Mediation Analysis 66
4.6 Qualitative Data Analysis 71
4.6.1 Grand Hi-Lai (Hotel & Tourism Industry) 72
4.6.2 Advanced Semiconductor Company 77
4.6.3 Radiant Opto-electronics 83
4.7 Discussion 88
5 Conclusion 94
5.1 Limitations of the Research 95
5.2 Implications to Managers and Future Research 96
Appendix 1 99
Appendix 2 102
Appendix 3 105
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