This study examines the role of corporate social responsibility (CSR) on employee engagement and job satisfaction. Using 322 responses from employees of selected companies in Ghana, and employing hierarchical regression analysis, the study examines the direct impact of economic, legal, ethical and discretionary CSR practices on employee satisfaction and engagement in organisations. The study further explores the moderating role of employee age on the relationship between CSR and employee engagement and satisfaction. The results provide evidence that economic, legal, ethical and discretionary CSR practices influence higher employee engagement and satisfaction levels at work. However, the study finds no evidence of employee age moderating the association between each of the four CSR dimensions and employee job attitudes (engagement and satisfaction). These findings are insightful and provide a response to calls for research on these issues. The study contributes to the literature by demonstrating that ethical CSR practices strongly influence employees' satisfaction and engagement levels; legal and discretionary CSR activities also have an influence, though to a lesser extent; and the economic dimension of CSR activities has the least impact. The managerial, practical and further research implications of these findings are discussed.

This study interrogates the Work Orientation module of the International Social Survey Programme (ISSP) across three waves (1997, 2005 and 2015) to understand the job values of New Zealanders. It finds that men and women are more similar than different in their job values, that full-timers are more concerned with income and career prospects than part-timers, and that higher education tends to raise expectations of having an interesting job and a high level of pay. New Zealanders have become somewhat more altruistic at work, confirming the image of the 'helpful Kiwi', but their job values have not shifted much across these surveys and are similar to those of employees in other developed countries. The broad pattern is that a vital extrinsic factor, job security, and the intrinsic quality of work out-rank the value of the extrinsic factors of high income and career prospects for New Zealanders.

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The question of why some firms succeed whilst others fail even though they operate in the same industry, have similar sizes and face the same market conditions continue to attract research attention. Strategic management addresses this question in part and contends that the explanatory factors for such phenomenon is accounted for by how firms strategically align their internal capacity to the changing trends from their external environment especially political and competitive forces. The paper draws on two strategic management frameworks (i.e., PESTLE and Porter's five forces) to explain why Fidelity survived, but UT failed in the recent environmental turbulence which bedeviled the banking sector of Ghana though both started just about the same time and had similar size. In line with the assumptions of the two frameworks above, the present paper argues that the failure of UT bank and the survival of Fidelity Bank is accounted for by how each bank aligned its internal capacity to the regulatory and competitive forces that hit the banking industry. The paper employs secondary information (e.g., financial reports, web materials, newspaper articles), coupled with the PESTLE and Porter's five forces frameworks to explain the issue. The findings are that whilst the internal capacity of Fidelity Bank (e.g., its capital adequacy) was aligned to the regulatory demands of the Bank of Ghana, UT's internal conditions were so fragile that they failed to satisfy the regulator's demands in the deregulation. Following from the results of the study,  implications on theory, practice and public policy are suggested.

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