Employees as CSR advocates: The role of scepticism
Authors: Grigore, Theofilou, A. and Watson, T.
Conference: 17th International Public Relations Research Conference
Dates: 5-9 March 2014
Abstract:As the importance of corporate social responsibility (CSR) continues to rise, many studies have investigated its effects on organisations (Sen & Bhattacharya, 2001; Turker, 2008; Verboven, 2011). The mainstream has focused on consumers’ attitudes and behavioural intentions towards an organisation’s CSR investment (Creyer & Ross, 1997; Maignan, 2001). Outcomes indicate that stakeholders expect organisations to behave in an ethical manner (Schlegelmilch, 1997) and show concern for social issues (Shaw & Shiu, 2003). However, there has been much less emphasis on the role of employees in the formation, implementation and communication of organisational CSR activities. This paper examines the impact of CSR upon this understudied stakeholder group (Aguilera, Rupp, Williams & Ganapathi, 2007; Dhanesh, 2012a).
Drawing on research undertaken in Greek, Romanian and UK organisations which have existing CSR policies and practices, we elaborate a conceptual model of communicating CSR internally as a source to harness employees’ skepticism, which could improve employee-organisation relationships. The significance of skepticism as a personality trait upon relationship management and it effects upon word-of-mouth is discussed. Skepticism was tested through the application of Hurtt’s (2010) scale of six characteristics of professional skepticism.
Findings suggest that employees who understand the implications of socially responsible activities, and who are involved in the development of such initiatives, construct a clearer understanding of the concept, develop favourable attitudes towards their employer and share opinions about the positive experience with other stakeholders. Also, an individual’s level of scepticism and involvement appears to affect beneficially the development of a positive effect upon employees’ word of mouth (WOM).
Building on these findings and “the inside to outside” approach to CSR dialogue (Morsing, Schultz & Nielsen, 2008), we present a conceptual model of internal CSR communication. We argue that involvement of employees with the development of CSR policy may thus be a central factor in hindering scepticism, influencing relationship building within the organization and generation word-of-mouth. This will not only be reflected in the employee-employee relationship, but also in consolidating strong relationship with other stakeholder groups or markets (such as: referrals, suppliers, recruiters, etc).
This research offers a framework to public relations and corporate communications practitioners which enhances the understanding of the use and value of internal CSR communication strategies and practices.
Source: Manual
Preferred by: Anastasios Theofilou