Employee-Centered CSR in Driving Business Resilience

Mei Peng Low, Choon Sen Seah, Aye Aye Khin, Wei Fong Pok
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Abstract

Objective - The COVID-19 worldwide pandemic disrupted our lives with unprecedented predicaments. Obtaining external sources for most business entities to sail through these challenges is extremely challenging. Research has documented that organizational resources could be strategically managed to thrive and foster organizational resilience. (Low, 2023) and (Jordão et al., 2023) have unanimously agreed that human capital is the fundamental building block of organizational resilience. Methodology/Technique – This study explores the potential of employee-centered CSR in driving business resilience in times of crisis. Additionally, workplace well-being was tested for its mediator roles in augmenting the interrelationship between employee-centered CSR and business resilience. A quantitative approach was utilized with a self-administered questionnaire distributed to the fully employed employees during and after the post-COVID-19 period to reflect this study's research objective. Finding – The responses were tested by structural equation modeling (SEM) and revealed that employee-centered CSR is significant and positively related to business resilience. Workplace well-being also significantly mediated the relationship. The finding inspires that business entity can strategically reallocate their internal resources, particularly human capital, for Mathew effects. Novelty – Apart from organizational resilience, implementing employee-centered CSR acts as the protagonist of a business organization to attract and retain talented employees. Type of Paper: Empirical JEL Classification: M14, M19. Keywords: Organizational Resources, Organizational Resilience, Employee-Centered CSR, Workplace Well-Being, SEM, Human Capital Reference to this paper should be referred to as follows: Low, M.P; Seah, C.S; Khin, A.A; Pok, W.F. (2023). Employee-Centered CSR in Driving Business Resilience, GATR-Global J. Bus. Soc. Sci. Review, 11(3), 56–65. https://doi.org/10.35609/gjbssr.2023.11.3(2)
以员工为中心的企业社会责任推动企业弹性
新冠肺炎全球大流行给我们的生活带来了前所未有的困境。为大多数业务实体获取外部资源以应对这些挑战是极具挑战性的。研究表明,可以对组织资源进行战略性管理,以促进组织的繁荣和弹性。(Low, 2023)和(jord等人,2023)一致认为人力资本是组织弹性的基本组成部分。方法/技术-本研究探讨了以员工为中心的企业社会责任在危机时期推动企业弹性的潜力。此外,我们还检验了工作场所幸福感在增强以员工为中心的企业社会责任与企业弹性之间的相互关系中的中介作用。采用定量方法,在covid -19后期间和之后向充分就业的员工分发了一份自我管理的问卷,以反映本研究的研究目标。研究发现:通过结构方程模型(SEM)检验,发现以员工为中心的企业社会责任与企业弹性显著正相关。工作场所幸福感也显著调节了这一关系。这一发现启发了企业实体可以对其内部资源,特别是人力资本进行战略性重新配置,以实现马修效应。新颖性——除了组织弹性之外,实施以员工为中心的企业社会责任是企业吸引和留住优秀员工的主角。论文类型:Empirical JEL分类:M14, M19。关键词:组织资源,组织弹性,以员工为中心的企业社会责任,工作场所幸福感,SEM,人力资本参考本文应参考如下:Low, M.P;Seah郭瑞昭;钦,一位;柏文芳(2023)。以员工为中心的企业社会责任驱动企业弹性,gtr - global J. Bus。Soc。科学。评论,11(3),56-65。https://doi.org/10.35609/gjbssr.2023.11.3 (2)
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