Drivers and Barriers in Socially Responsible Human Resource Management
Jesus Barrena-Martinez (),
Macarena López-Fernández () and
Pedro M. Romero-Fernandez ()
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Jesus Barrena-Martinez: Faculty of Economics and Business, University of Cadiz, C/Enrique Villegas Velez, nº 2, 11002 Cadiz, Spain
Macarena López-Fernández: Faculty of Economics and Business, University of Cadiz, C/Enrique Villegas Velez, nº 2, 11002 Cadiz, Spain
Pedro M. Romero-Fernandez: Faculty of Economics and Business, University of Cadiz, C/Enrique Villegas Velez, nº 2, 11002 Cadiz, Spain
Sustainability, 2018, vol. 10, issue 5, 1-14
The current recession has caused a large number of companies to reevaluate their valuable resources and ways to preserve and invest those resources. Given the relevance of employees as key stakeholders, developing a socially responsible orientation in human resource management for taking care of workers and their needs must be an essential process for business success. This study, based on stakeholder theory and a social integrative approach, examines the main drivers and barriers in the implementation of socially responsible actions in human resource management. The research uses a quantitative analysis based on questionnaires responded to by 85 human resource managers from large Spanish companies. We conclude that there are two significant drivers of socially responsible actions in human resource management (HRM): access to public subsidies and the improvement of the working environment. The main significant barriers highlighted by human resource managers are conflicts in decisions with boards and/or management teams and the lack of employees’ acceptance. The professional implications of the research are discussed at the end of the paper.
Keywords: corporate social responsibility; human resource management; socially responsible human resource management; social integrative approach; stakeholder theory (search for similar items in EconPapers)
JEL-codes: Q Q0 Q2 Q3 Q5 Q56 O13 (search for similar items in EconPapers)
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Persistent link: https://EconPapers.repec.org/RePEc:gam:jsusta:v:10:y:2018:i:5:p:1532-:d:145827
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