How Can Human Resource Management Practices Lead to Increased Corporate Social Performance? Institutional Theory Perspective

Yu Ming-Chu
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Yu Ming-Chu: National University of Tainan, Taiwan

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Abstract: Increased emphasis is being placed on corporate social responsibility (CSR), with companies not only implementing CSR strategies but also considering whether CSR benefits them. CSR is also a principal subject of practical and academic discussion. The main objective of this study was to investigate the relationships between socially responsible human resource management (SR-HRM) practices, CSR, institutional pressure, and corporate social performance (CSP) from institutional theory perspectives. In addition, this study verified the mediating effect of CSR and the moderating effect of institutional pressure. A total of 782 questionnaires were collected from employees of small- and medium-sized Taiwanese enterprises. The results revealed that HRM practices have a significantly positive effect on CSR and CSP; CSR has a mediating effect between HRM practices and CSP; and both normative and coercive pressures have a moderating effect between CSR and CSP.

Keywords: human resource management practices; corporate social responsibility; institutional pressure; corporate social performance (search for similar items in EconPapers)
Date: 2017
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