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西 南 交 通 大 学 学 报

第 56 卷 第 2 期

2021 年 4 月

JOURNAL OF SOUTHWEST JIAOTONG UNIVERSITY

Vol. 56 No. 2

Apr. 2021

ISSN: 0258-2724 DOI:10.35741/issn.0258-2724.56.2.15

Research article

Social Sciences

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人力资源管理与企业社会责任之间的关系:批判性评论

Zaibunnisa Siddiqi a, Dr. Manzoor Ali Mirani a, Dr. Shahzad Nasim b, Dr. Musarrat Shamshir c, Sidra Nisar d

a Sukkur IBA University

Sukkur, Pakistan, zаibsd@gmаil.com, mаnzоor@iba-suk.edu.pk b Begum Nusrat Bhutto Women University

Sukkur, Pakistan, shаhzadnаsim@live.com c Greenwich University

Pakistan and Mauritius, musаrrat.аdnan@gmail.com d Gokkusagi College

Istanbul, Turkey, sidrа.sameеr08@gmail.com

Received: January 11, 2021 ▪ Review: February 21, 2021 ▪ Accepted: April 15, 2021 ▪ Published: April 30, 2021

This article is an open-access article distributed under the terms and conditions of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0)

Abstract

An increasing number of organizations are focusing not only on creating value but also on ethical, social, and environmental perspectives. Traditionally, organizations mostly encompassed corporate social responsibility as their activities only in an economically favorable situation. However, corporate social responsibility can be incorporated in organizations with human resource management as a strategic process to recover and sustain the organization's development. Therefore, the study aims to analyze the relation between corporate social responsibility and human resource management and the role of human resource practices with corporate social responsibility in organizational development. From this standpoint, this study provides a systematic review of the concepts of corporate social responsibility, the relation between corporate social responsibility and human resource management, and their effect on the organization's success. Fifty-six articles published during 2004–2020 are selected for review from a descriptive and content perspective to propose a future research direction on a selected topic. The findings of the reviewed literature indicated that a triple bottom line (economic, social, and environmental) attainment is essentially a high-level management-driven operation in the absence of employee participation. Besides, this paper described the importance of corporate social responsibility, the linkage between human resource and corporate social responsibility in the organization, and promoting corporate social responsibility to the organizations and various stakeholders. Finally, this study asserted the connection between these two concepts and inquired management to treat the link as a strategic business decision to control the organization's human capital.

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Keywords:Corporate Social Responsibility, Human Resource Management, Organizational Success

I. I

NTRODUCTION

Due to advancement and technological development, people are becoming more educated, and their priorities are shifted. They are more demanded economically and socially than the efficient production of goods and services. In turn, organizations have responded to pressure groups' new social demands by adopting corporate social responsibility (CSR) practices, including environmental and social activities that go beyond the economic concerns and depart from the conventional idea of a company exclusively focusing on generating value for its shareholders [1]. Hence, Porter & Kramer [2] suggested that businesses and industries take an interest in pure philanthropy, resulting in social and economic benefits. CSR, in particular, would provide companies with a strategic edge, and it is a practice that many of the world's most profitable businesses are now employing. The concept of CSR is established due to shifts in the fundamental principles of the developing world, including environmental degradation, unequal labor conditions, basic human rights [3]. Besides, the relationship between management functions and CSR, corporate policy, implications, and meaning in a broader sense is also upgraded [4]. Human resource management (HRM) functions also provide strategic and organizational support for CSR. As per Inyang, Awa, & Enuoh [5], previous studies highlighted that the interaction between HRM and CSR had not been adequately explored due to lack of resources. Many organizations have formed self-governing CSR divisions and hired CSR managers to enhance the creation and execution of CSR initiatives. According to Huang, Cheng, and Chen [6], without an understanding of the importance of CSR, the role of human resource management remains uncertain. Therefore, we aim to explore the role of HR practices, including recruiting, selecting, networking, training, development, employee learning, and growth, promoting the organization's strategic CSR initiatives. The key objectives of this study are to revisit the past studies related to HRM practices, the relationship between HRM and CSR, and their effect on organizational success. Besides, to propose the hypothesis for future study.

The organization of this study is as follows: we first described the role of CSR followed by a comprehensive approach to the review of the related literature, history, and viewpoints of CSR, then described the relation between HRM and CSR in the organization. We started the review from the definition of CSR.

A. Definition of CSR

CSR is a societal obligation to influence society beyond the goal of optimizing benefit [7]. According to Shen & Benson [8], the objective of CSR in the organization is to prepare a sensitive strategy that should be institutionalized within the enterprise, transformed, and compatible with management standards, including HRM practices [4]. As a result, CSR works as a development and strategic solution linked to the organizational culture and core competencies [2], [9], [79]. CSR is also a challenge for organizations, academics, and practitioners to turn into a solely rhetorical and ideological orthodox management activity and create a case for a strategic capability [10]. According to Voegtlin & Greenwood [12], to understand the organizational aspirations and management, it is important to know how the organization ultimately transforms the concept of social responsibility into meaningful intervention and execution. In this respect, Arnaud & Wasieleski [13] suggests that human resource management will play an important role in ensuring the effective deployment and application of CSR. Keeping this broad context in mind, scholars conduct a narrative analysis of the relationship between human resource management and CSR by considering key and evolving problems in this area. This literature then draws up propositions on the role of human resource management in CSR. The paper also described the concerns for HRM and CSR as the implication of the study. This study is divided into five main sections; the introduction (Section 1), the literature review on HRM, HR practice, and HRM-CSR (Section 2). In section 3, the approach of the present systematic review is explained, and finally, the proposition for future study and the conclusion in Section 4.

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II. L

ITERATURE

R

EVIEW

A significant volume of research on HR practice, CSR, and corporate performance has been published in the last four decades. Most of these studies discussed each topic separately Jamali; Martínez-Garcia [4], [7] while some studies enlighten the importance and need to study the convergence of CSR and HRM practices in the organization [14]. In this regard, Xiao [15] emphasized the need for an integrated approach to improve the competitive environment, emphasizing the value of human resource management and effective CSR activities in organizations. Hence, this paper adopts a critical review to evaluate the relationship between HRM and CSR, challenges, and issues for organizations in HRM-CSR relation.

A. Importance of CSR

According to Stahl [16], CSR is a constant contribution of the organization to global development in enhancing employees' quality of life, their communities, the whole population, and society [17]. In turn, CSR emphasizes not only profit but also how the business will support society. CSR helps to boost the image of the company. According to Carlini [3], to change the customer's purchasing behavior, determining the brand image is important for the business and customer in this context described that CSR boosts brand visibility and recognition [18]. The CSR demonstrates the activities to introduce the new horizon of the business for the well-being of the employees that leads to organizational success [19]. Furthermore, Sarvaiya [18] claimed CSR helped the organization and workforces to engage in organizational activities and grasped the new and modern approaches. Similarly, Jamali, El Dirani, & Harwood [7] argued that by implementing CSR practices, organizations increased the preference of employees to work in an organization; hence, the management should be committed to human rights, and thus attracts and keeps their candidates for a long time. Besides, Supanti, Butcher & Fredline [20] argued that managers are expected to involve their subordinates in organizational transformation through CSR practices that will be helpful to achieve the strategic benefit of CSR. Such as providing new opportunities and advantages to workers that can make the workplace more active and effective. Besides, Arnaud & Wasieleski [13] described that management involved the employee in CSR activities by promoting personal and

professional growth by encouraging volunteer programs and other initiatives that lead to their career development. Besides, when companies are committed to ethics, CSR activities will help to minimize prices that will lead to customer satisfaction, hence maximizing profit. According to Martínez-Garcia [4], the concepts of corporate responsibility and corporate sustainability are often used interchangeably. Corporate responsibility emphasizes integrating social and environmental issues whereas, corporate sustainability focused on economic issues of business activities [21].

In particular, CSR is used in terms of corporate sustainability in the organization for the last 60 years [22]. It was also subject to improved academic evaluations and analytical inquiries. However, the primary focus of study remains on the views of "external" stakeholders, and comparatively few studies have centered on the "internal" concerns of CSR [23]. As per Gond [24], corporate responsibility includes integrating techniques for employee actions. Now CSR is incorporating into business processes. CSR techniques in organizations have a wide variety of implications, such as employee ethics and legal problems. Further, in line with CSR practices, using less packaging can help minimize the cost of manufacturing [25], [78]. According to Berry [26], organizations can achieve the goals through implementing CSR practices followed by HR practices. Also, [27] emphasized the importance of CSR for organizational and societal success and claimed that if the organization invests in CSR to increase its sustainability rather than social and environmental issues, it can be more competitive throughout the world.

B. The Link between HRM and CSR

The relationship between human resource practice and CSR was thoroughly reviewed in the literature both HRM and CSR have gained prominence, but as per some scholars, CSR is still ambiguous [28]. Furthermore, as per Harvey [29], the HRM plays a strategic role in creating and executing CSR practices in the organization because it is also driven as a sustainable development strategy. According to Lombardi [30], CSR will draw and preserve talent by developing a good employer identity, informing about inclusiveness and fair opportunity, selecting practices, adopting decent job standards, and identifying clear CSR values, thus contributing to HRM. HRM can inspire and encourage the

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employees, clear the strategic business directions, and foster social responsibility and sustainable growth. Moreover, Gupta [31] identified a range of developments expected to strengthen the relationship between CSR and HRM, which want to work with businesses that agree with their beliefs, contributing to companies that do business. Stefano [32] highlighted the distinction between employee and employer. He described that the Value-based recruitment process, training of employees, talent management, career management, and rewards management system are all HR activities that drive or influence CSR activities. As Vazifeh [33] discussed different key themes in the context of current literature and described that HRM is an element (or enabler) of CSR, or CSR is a feature (or enabler) of long-term HRM; thus, the CS/CSR approach appeared to be consistent with HRM. According to Lombardi [30], HRM practices are important to the engagement and involvement of workers in CSR because they create value for the organization. In this connection, Celma [34] challenged that human resource management incorporates CSR concepts into current HRM systems and introduced new CSR activities in the organization through facilitating employee feedback and engagement. Maak [1] and Colling [35] addressed that CSR impacts human resource management, and most CSR techniques have both internal and external influences. Internal elements include the treatment of individuals within the organization, and external elements maintain the needs and desires of external partners. Also, El Akremi [36] described that HR practices are an aspect or guiding force in CSR, and different HR practices with CSR influence the organization positively.

C. CSR-HRM Organizational Performance

HRM and CSR concepts have become progressively applicable to the success of businesses in the manufacturing and service sectors in recent years [37]. According to Scandelius & Cohen [25], Gupta [38], business during their modernization faces societal pressure that increases the positive influence of corporate responsibility. Over the past decade, the theoretical discourse has demonstrated that CSR is a fundamental requirement for HR practices that compromise workers' knowledge and abilities to manage organizations [40]. In contrast, few scholars suggest that human resource management and spiritual support for management and

self-government play a transformative and legislative role in implementing CSR strategies. Correspondingly, a recent study has revealed that employees' objectives are fully influenced by the ethical climate of the company and CSR programs, which would encourage organizational progress [39].

D. Role of HR in Developing CSR Strategy

The integration of CSR with the day-to-day affairs and employees' roles fosters improvement in corporate culture [40]. These human-related aspects of CSR required assistance from the human resources department [41] because the HR department is considered a strategic constituent to achieve a sustainable competitive edge that can accomplish the unique set of detailed recruitment strategies, plans, and procedures [24]. HR managers are expected to work creatively and productively with diverse human resource strategies to facilitate employees’ growth, participation, and investment, accelerate progress and promote the well-being of the workforce [42], which is progressively required in the present competitive area to control human capital. The literature on HRM and HR practices showed that human resource practitioners are no longer merely administrative consultants but may also help advance corporate methods and their alignment with HRM [43]. According to Golden & Ramanujam and Gupta [38], [44], HR, practitioners collaborate with line managers to assess them in accomplishing organizational goals through the implementation of CSR practices. Golden & Ramanujam [44] pointed out one of the earlier perspectives of the HR role in strategic planning and identified four forms of linkages between HRM and CSR. They also demonstrate how HR practitioners communicate with departmental managers and engage in a corporate strategy together. These are organizational aspects in which human resource management facilitates human-related business aspects [45].

HRM used the corporate links to build a relationship with the customer then facilitate the strategy's execution; hence, this integration (HRM-CSR) explicitly engaged in strategic decision-making in the organizations [46]. HRM also plays a role in the corporate approach, from constructive leadership to reactive tactical support. Regarding the implementation of CSR strategies, [13] noted that HR managers are the strategic partners of the organizations and also assist in facilitating the

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development of CSR strategies because HRM can communicate with various departments and managers as well as staff and their members to establish CSR policy [47] and to view codes of ethics and ethical strategies. Similarly, the role of HRM in the implementation of CSR policies has been a subject of controversies such as community engagement and environmental projects, and CSR programs involve the direct or indirect participation of employees [48]. According to Lombardi [30], HR managers developed CSR strategies for global corporations compared to multinational companies. For example, HRM may encourage employee engagement in CSR plans through new or existing channels of communication [49] and introducing socializing activities [50]. HRM may also facilitate CSR-related expansions in the organization by influencing staff and reacting to any opposition or behavioral changes [51].

E. HR Essential to Contribute with CSR

The social dimension of HR practices provides the awareness of employee well-being. Therefore, HRM activities lead to social security, environmental sustainability, and long-term economic well-being [33]. This entailed the HR manager's contribution to addressing key social issues and achieving organizational goals such as better education, reduced inequalities, fair employment, economic growth, suitability, and the development of the organization [24]. Bhardwaj, Mishra, & Jain [52] have recognized the importance of leadership (HR activities) and its value to the organization. Aliu [53] believes that the improvement and growth of human resource activities have a closer relationship to organizational effectiveness. According to Voegtlin & Greenwood [12], HR-CSR relation endorses the implementation of multidimensional success beyond optimizing shareholder capital and recognizes wider metrics, including corporate productivity, social well-being, and social welfare. Waddock & Bodwell [54] considered CSR to be a great policy and activity influenced by several factors, such as competitors, country of origin, financial position, the scale of the business, management support, publicity, social and regulatory pressures [55]. Cacioppo, Forster, and Fox [56] reported that workers want to be part of a trustworthy, equitable, and effective organization. This means that the organization needs good HR policies and CSR to attract clients and staff. Furthermore, Maak, Pless, & Voegtlin [1]

described that the HR manager would help CSR by fostering a work environment. Indeed, a leader's primary responsibility is to cultivate and nurture a moral structure within the organization. To addressed unsighted spots that contribute to CSR, HRM study researchers had expanded the CSR horizons, and considered multi-stakeholder view of HRM, accepted that corporations have achieved credibility, and promoted social capital [57]. Thus, HRM shifted the paradigm and ensured that the interests of various parties are focused, not just because it represents more closely the experience of human resource management in practice. However, it does so more ethically [58].

In a broad sense, in many human resource activities, executives are perceived to be responsible for anticipating and addressing the ethical needs of the organization. As a result, businesses are required to meet their internal legal responsibilities while undertaking internal obligations and taking part in good acts to improve society [59]. Brown, Treviño, and Harrison [60] argued that management is responsible for all individuals directly or indirectly influenced by the company's activities. However, the financial clatter, economic slowdown, and business controversies have driven academics and policymakers to investigate how competent authority can improve employee satisfaction, performance, and commitment, hence, CSR participation [61]. According to [62], HR functions become an important condition for corporations to differentiate organizations from rivals in terms of CSR and efficiency. For reducing the negative effect of CSR on organizational efficiency, the value of human resource activities should be promoted. Conversely, the perceptions of clients and cultural gaps in academic science are perceived to be two major obstacles for CSR [63].

F. The Need for CSR-HR Relation

Schinzel [64] emphasized the value of HR activities in terms of leadership and concluded that there is a substantial correlation between leadership and CSR and raised the critical need for responsible and accountable leadership for implementing successful CSR practices in the organization. In this connection, Vazifeh [33] described that HRM and CSR are well-appreciated approaches in the organizations but are still limited globally, especially in developing economies. Numerous companies are failed considerably due to a scarcity of CSR and HRM activities. CSR

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demands also increased the awareness of HRM and CSR challenges [58]. In contrast, detachments within market regions are competitive with customers due to intensified competition within the global economy [65], [66]. Therefore HRM and CSR practices are critical considerations that direct organizations to find out the strategic solution and build a clear picture [64]. Similarly, Castro-González [19] claimed that CSR could provide unlimited returns to organizations and their stakeholders, particularly with the recent arrival of institutional investors. Consequently, there are still disagreements between scholars regarding whether HR practices can affect CSR and CSR directly affects organizational efficiency [43], [44].

G. CSR-HRM Challenges

Existing research also tends to challenge these philosophical assumptions and structures. Voegtlin and Greenwood [11] conclude that due to the conflicting interests and scarce resources of HRM, they made a poor contribution to the environmental policy of CSR. Similarly, Sarvaiya [18] found that even though human resources management offers good support for CSR in recruitment, growth, diversity in the workplace, and engagement. Organizations had minimal HRM involvement in CSR. However, the role of HRM is important to several aspects, such as change management, workplace safety, employee health and well-being, and promoting teamwork. Generally, these activities are managed by the line managers in the organization [67]. The conflict between human resource managers and line managers is complicated and can be resolved by professional and CSR practitioners who are now struggling for power and resources [68]. Owing to overlaps between CSR and HR, there can also be tightness between CSR and human resource experts, leading to political struggles in practical areas [24]. In this situation, if HRM offers strategic or managerial feedback, further analysis is required to explore the complexities and strength of human resource engagement in CSR, especially in various organizational settings. As [62] argues, the CSR-HR connection can vary from organization to organization under various circumstances. Although this critical topic is still underdeveloped conceptually, recent literature highlighted an increasingly close link and convergence between CSR and human resource management [69]. In this situation, a significant question to be addressed, why we should justify the proposed role of HRM in

CSR, and what additional benefit can HRM offer to CSR? To address these questions, we need to return to the simple definition of CSR. This definition needs to be incorporated into corporate structures and systematically anchored human resource policies and partnerships with stakeholders. Furthermore, beyond terminology, an important concern is to obtain a deeper understanding of how organizations view and transform CSR concepts into management behavior and procedures by actively exploiting corporate capital, including human resources. The assurance of HRM to CSR is also valuable, and any proposed role of HRM in CSR will benefit the adoption of CSR, alignment with business operations [18]. Therefore, this paper suggested that HR managers needed guidance to adopt CSR practices. HR practices such as recruiting and selection, preparation and development, success management, compensation and rewards, talent management, job planning, and talent management should be aligned with CSR practices. It does not mean that HRM should lead or substitute the position of CSR managers. Instead, we are looking at how HRM can theoretically relate to CSR and how best to exploit the apparent synergy between the two roles. Although HRM has historically been inward-oriented and CSR has traditionally been externally focused, the two functions converge with the main internal dimensions of CSR [16]. The author does not recommend that HRM is the sole leader or replacement for the position of CSR manager. Instead, it is discussed how HRM can potentially apply to CSR and how the obvious synergy between the two positions can be leveraged. While HRM has always been inward-focused and CSR has always been outward-focused, the two functions overlap in the key internal CSR measurements [21]. The correlation between these two functions is expressed in the recent CSR norm, specifically HRM practices. As per Rawshdeh [70], the HR practices included workforce engagement, fair and equitable remuneration, work-life balance, workplace environment, and safety at work. Similarly, recent research on human resource management related to the value of CSR and the need for human resource management highlighted that fair and appropriate pay for administrative workers, which can be objectively checked by the performance appraisal and evaluation framework, is a challenging task for the organizations [71].

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H. Reason for Lack of HRM's Involvement in CSR

Organizations are evolving from simple or abstract to substantive, actively engaging, innovating, incorporating, and, in certain situations, implementing disruptive CSR approaches. The communication process among businesses, organizations, and stakeholders is shifted to more complex, which could be the cause of HR failure [48]. According to Jackson [72], in the green HRM perspective, only a few people have recognized the relevance of HRM to organizations' dedication to promoting environmental sustainability. Specifically, Gond [24] identified the need for global organizations to implement evidence-based HRM strategies, which criticized the increasing burden on CS/CSR practitioners.

Similarly, Vazifeh [33] clarified in his research that thousands of workers engage in short-term voluntary services and community engagement projects and missing their role in developing CSR capacities and managing the needs of both parties within the organization. The CSR of many organizations is working fundamentally as regulatory and risk management functions [73]. Hence, senior management cannot assign HRM functions and cannot encourage HRM experts to grow and play a key role in CSR. According to Ikram [74], literature on HRM-CS/CSR indicated that HRM scholars are still unable to offer concrete, realistic and evidence-based alternatives to specialists who want to contribute to achieving the CSR objectives of their organization. According to Donia, Ronen, Sirsly & Bonaccio [75], the efforts of CSR are often tangible, visible, and influential in the organization to illustrate CSR potential and enhance different stakeholders, and prevent them from legal or other consequences. The application of the CSR approach also poses particular HRM problems such as how sustainable practices can be introduced and promoted in the workplace, how workers can be encouraged to engage in CSR programs. Also, how employee performance is evaluated and incentives are related to sustainable development. In brief, the focus on corporate success and shareholder value in HRM research and practice restricts the relationship between HRM and CSR. The HRM-CSR debate means that scholars need to extend the concept of HRM success further and recognize the contribution of HRM to fulfill the needs of a wide variety of stakeholders, organizations, and society. The essential feature of HRM is to provide a tool to

the management that can assist organizations in translating CSR objectives into successful management behavior and outcomes, especially in the internal organizational context. Understanding HRM in executing the operational strategy and implementing the change management process will help enhance the performance management in the organizations. Also, the role of training, growth plans will ensure that CSR is part of the organizational culture. Researchers assumed that HRM is responsible for human and social issues and for bringing value to the economy, which makes this situation even more fascinating and promising [7]. There is a growing need for HRM to align itself with the organizational mission and produce win-win outcomes for the organization and its various stakeholders. As a result, HRM appears to be in a strong position to further engage in helping businesses improve their CSR activities and produce important tangible outcomes [37], [40].

III. M

ETHODOLOGY

In this paper, a systematic review method is adopted to comprehensively explore the relationship between HRM and CSR practices and their effect on organizational efficiency [76]. This systematic review can be conducted in certain steps [77]. In the first step, the scholar downloaded the paper, including the title, database, and specific keywords. In the second step, selecting specific papers is done because of the identification of selection criteria (inclusion/exclusion criteria). In the third step, descriptive analysis has been done, including the classification of selected papers in line with a detailed description of the source of the journal and the paper. The last and fourth step is to conduct a content analysis that includes a review of selected papers to focus on current and emerging trends (as shown in Figure 1) on the topic and to indicate research gaps and analysis agendas. A manually systematic review is done, like other survey methods or review approaches, because it has a replicable and consistent mechanism that can help to reduce the distortion of the literature review findings. According to Denyer & Tranfield [76], this approach is adequate for literature reviews on contextual issues (such as HRM and CSR practices) and helps reviewers obtain full information. Besides, it helps to develop an understanding of the subject rather than automated filtering. The detail of adopted methodology concerning the title of the study is given below.

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In the present study, the first step is conducted to find the content at a high degree and rigor. The database (Scopus) is used from 2004 to 2020, as indicated in Figure 2. The terms "HRM" and "CSR" are used to pick the first category of papers on the topic, including the title of the research papers, abstract, or keywords. The selection of paper is started with 647 papers initially, then according to keywords and objective of the study after reading of abstract, 145 papers were selected for further process. To reduce the initial sample author considered papers on HRM as well as CSR practices. Then scholars selected only papers closer to their research topic (third criteria) as explained above and read the abstracts in-depth since they did not found their objectives, then 45 more papers were omitted. Then according to the second criterion, that is reading of the whole article. The authors critically read the 100 articles. At this stage, they further removed 25 papers and picked a sample of 75 papers based on the study objectives. Similarly, according to the third criterion, the replication of samples employing other sources is referenced in the literature reviewed but not included in the selected database. The last criterion validated the proposed evaluation procedure; hence, 56 papers are selected for the present study. The steps of inclusion and exclusion criteria are shown in Figure 1. Furthermore, the 56 selected articles are presented in Table 1 of the Appendices section and are involved in descriptive analysis. The selected papers are examined from five following viewpoints: (a) title of the research paper, (b) publisher of journals, (c) year of publication, (d) the subject matter of journals, (d) the findings of the paper.

Figure 1. Flow diagram of literature review

Figure 2. Emerging trend of CSR-HRM

A. Search Method

The search was restricted to decide articles and reports over the last 15 years and included 56 articles. The paper that focused on CSR and the relationship between CSR and HRM to confirm the high quality of the paper encompassed in the articles and reviews having a Scopus Cite score of less than 1.0 were omitted from the study. Furthermore, according to the references of the articles, a few articles that did not match the keywords in search criteria but dealt with the social responsibility of the organization also incorporated to make the review comprehensive. Thus, the final list of 56 articles included in the study is presented in the Appendices section, Table 1. All chosen papers were thoroughly studied, the pieces of information were extracted, and the research findings were synthesized.

B. Sample

The current review is aimed to highlight the importance of CSR and the relationship between HRM and CSR practices in organizations. The systematic search method is used for the sample (eligible papers) related to the HRM and CSR used in the main analysis. The paper collection is based on research journals as the first criterion for review because journals meet more rigorous publications and review processes that make them more valid. Additionally, while focusing on journals, the chosen paper was analyzed using identical variables concerning the application of research purpose and research methodology. The second step was selecting the period of publication of the selected papers; in this case, it is 2004-2020. The third criterion for searching selected papers is based upon specific keywords, which are usually used to explain the concept of CSR link with HRM, such as CSR and HR practices [31]. Furthermore,

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appropriate Boolean operators forming the basis of mathematical sets and database logic are also used as a search method as follows: (“CSR” OR “CSR” OR “organizational performance”) AND (“HR” OR “HRM” OR “human resource management”). Then searched the database on CSR, human resource management, organizational performance, and CSR link to HRM journals (Strategic Management Journal). The searches were conducted using Google Scholars, Emerald Insight, and Science Direct, while the author used the following databases Science direct, SAGE, Springer, Emerald, Wiley, Elsevier, and Taylor and Francis. The systematically searched papers using different keywords and the number of articles accessed are listed in Table 1 of the Appendices section.

C. Search Outcomes

The information gain from each paper was tabulated in a worksheet such as the title of the paper, author(s) names, year of publication, the area of the article, research method, used theories, and key finding(s) in the context of CSR and HRM. The recognized studies were from different domains of organizational sectors. The objective was to identify silent articles and relate them to themes and subthemes. Figure 2 shows the complete methodology for the selection of articles. The content analysis of selected articles helps to split them into four subject areas: (a) factors influencing human resource practice; (b) factors affecting CSR; (c) the interaction between CSR and human resources; and (d) the effect of human resource activities and CSR on organizational efficiency.

IV. F

INDINGS

Based upon the above debate and methodology, the following propositions are developed:

A. Propositions for Future Research

Proposition 1: HRM does not play a crucial role in creating and executing CSR practices because of the lack of financial and human capital resources. Besides, HR practices do not give value to the shareholders as the primary priority of HR practices; this limits the relationship between HRM and CSR.

Proposition 2: The relationship between CSR and HRM is dynamic, interdependent, and collaborative. The change in HR practices to adopt

CSR practices will influence organizational performance.

Proposition 3: Several organizations are decoupled from core business operations and have been reactive or symbolic; therefore, HRM does not promote the CSR practices in the organization. In such situations, HRM only serves as an organizational function, and its contribution to CSR is negligible.

Proposition 4: To develop employee interest in CSR is attainable because stakeholders agreed that the intrinsic motivation of CSR is a candid and organizational initiative to participate in CSR activities that are based on reality rather than self-service and symbolic.

Proposition 5: Organizational functions aimed at achieving positive outcomes that are dimensions of sustainable HRM in environmental and social fields. Hence, the key reasons for the involvement of HRM with CSR are transformational, instrumental, and may change the strategies in the organization.

Proposition 6: The needs of CSR-HRM relations in different organizations are not necessarily the same; fiscal, environmental, and social considerations have different prospects. In addition to that, the responsibility of HRM practitioners is to address the needs of both internal and external performers through the recognition, engagement, and coordination/integration of stakeholders.

Proposition 7: Organizations must slow down a balance between the need for CSR strategies and the rights of local stakeholders. In this regard, HRM can play a critical role in developing strategies to ensure that all workers are handled equally.

Proposition 8: Businesses with global stakeholders should take the obligation to fill structural gaps (education and human rights) and to engage in the provision of public goods, especially in emerging markets. HRM plays a critical role in this process by encouraging professional training and career development program.

It is concluded that CSR and HRM have developed into two different and independent research institutions. The finding of the study indicated that CSR and HRM had become more powerful and autonomous civil services. The future affinity of HRM and CSR may become a paradigm shift as the merger of CSR-HRM. Hence, more comprehensive research is required to connect the two strands of literature. HRM is increasingly

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recognized as a function with unique knowledge and skills that can support and promote changes in management practices and consider the impact of changes in policies and strategies formulating. As scholars established in this article, this consistency needs to be systematically utilized, especially when the HRM function developed capabilities, knowledge, and skills related to employee engagement, organizational learning, and cultural change, whereas CSR is always needed.

V. F

UTURE

R

ESEARCH

The potentially fruitful field of research involves the importance and need of CSR in the organization. The HRM-CSR link, which is the core of our understanding, needs more attention in future research. The CSR-HRM link as an "HRM tool" (recruiting, retaining, and hiring employees) may have evidence in future research. Hence, HRM tends to be strategic due to the complexity and needs of stakeholder-related challenges. More research is needed to clarify the importance of the organizational involvement of HR with CSR and how HRM practices contribute to a greater degree of participation in-depth, and the subsequent consequences for internal and external stakeholders. Our article advances to the HRM and CSR literature. In support of HRM literature, the paper offers several examples of how HRM can be operationalized and implemented. In essence, the paper provides HRM managers with a roadmap to help them increase their CSR engagement and direct them through developing and implementing CSR strategies. It also gives CSR executives a variety of insights into the types of support they will need to leverage and improve the internal foundations of their CSR strategies and collaboration.

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