From corporate social responsibility (CSR) to corporate humanistic responsibility (CHR): the conceptualization and operationalization of perceived CHR

Abstract

PurposeOrganizations that prioritize humanistic responsibility create an environment of value for their employees as the most important stakeholders. However, despite the numerous corporate social responsibility (CSR) models and research highlighting stakeholder considerations, the long-standing “social” aspect of CSR has inhibited its humanism responsibility. In response, this study proposes to move beyond the antecedents and outcomes of CSR to explore how perceived CSR can promote its humanistic responsibility both inside and outside of organizations.Design/methodology/approachThe authors followed Sendjaya et al. (2008) ’s methodology for developing and validating the perceived corporate humanistic responsibility (CHR) scale. Study 1 validated the CHR's content. Study 2 established the measure’ reliability, internal consistency, unidimensionality and discriminant validity. The authors describe each of the studies in the forthcoming sections.FindingsThis research has produced a comprehensive set of perceived CHR items for business leaders based on earlier CHR/humanism concepts. Through the deconstruction of CHR theory, the granular conceptualization provides employee-centric workplaces, healthy internal communication, holistic compensation, CSR-committed behaviors and holistic training and development, equipped to assess how their CHR fosters humanistic workplaces that encourage socially responsible behaviors. This, in turn, would have an immense impact on employee well-being that, in turn, flourishes societal well-being.Research limitations/implicationsAlthough the perceived CHR scale's psychometric properties were confirmed using multiple tests ranging from qualitative to quantitative studies, this newly developed scale requires further investigation to explore whether internal or external relevance factors affect organizations' humanistic responsibility.Practical implicationsCSR is about caring for humans and the planet. The authors have unpacked what and how the human side of CSR operates for business leaders to advance their CHR practices and responsible management learning. The perceived CHR dimensions can guide business leaders to promote multidimensional humanistic behaviors inside and outside workplaces that transcend how to strengthen the humanistic responsibility behaviors of corporations to promote CHR by articulating how the “Social” aspect of CSR ought to function for employee well-being first.Social implicationsThis study responds to Sustainable Development Goals (SDGs) most aligned with the SDG 3 (good health and well-being) and SDG 8 (decent work and economic growth) by promoting humanistic workplaces with implications for United Nation's Principles for Responsible Management that encourages universities to educate students on humanism concepts in business management.Originality/valueThe originality lies in the empirical study of CHR. By incorporating the original concepts of humanism/humanistic management and CHR, the authors empirically articulate how CHR may be practically implemented as an elaborated humanistic synthesis for corporations.

Unveiling the impact of corporate humanistic responsibility on sustainable employee well‐being: Exploring perceived support and shared experiences

“…CHR adaptation represents a fundamental organizational dynamic that reshapes the employee experience. While emerging literature on CSR and HRM suggests that HRM can provide various forms of support in developing and implementing CSR strategies (Jamali et al, 2015), and there is growing convergence between CSR and HRM concerns and activities (Voegtlin & Greenwood, 2013), empirical evidence remains limited (Koon & Fujimoto, 2023).…”

“…As an organizational framework centered on enhancing social responsibility between employers and employees, CHR comprises five dimensions: the employee-centric workplace, healthy internal communication, holistic compensation, CSR commitment, and holistic training and development (Koon & Fujimoto, 2023). Each dimension integrates fundamental concepts of CHR and humanism, such as autonomy, development, trust, and self-determination (Arnaud & Wasieleski, 2014;Melé, 2016aMelé, , 2016b.…”

“…Healthy internal communication is also one of the CHR dimensions. It encompasses practices fostering freedom of speech, open communication, and flexibility, with an emphasis on managerially initiated communication that encourages co-participation among employees (Arnaud & Wasieleski, 2014;Koon & Fujimoto, 2023;Melé, 2012Melé, , 2016aMelé, , 2016b. This communication approach stimulates personal and professional development toward social objectives by demonstrating organizational respect for employees' freedom of speech (Acevedo, 2012;Arnaud & Wasieleski, 2014), fostering harmonious relationships and socially responsible behaviors.…”

“…Holistic compensation stands as a vital dimension within CHR, extending beyond monetary incentives to include equitable provisions catering to the multifaceted needs of employees (Arnaud & Wasieleski, 2014;Koon & Fujimoto, 2023;Melé, 2012;Melé, 2016aMelé, , 2016b. By embracing fair compensation practices, organizations demonstrate respect for employee dignity, fostering happiness and fulfillment (Melé, 2016a(Melé, , 2016b while ensuring impartial treatment, irrespective of future career paths.…”

“…In this context, corporate humanistic responsibility (CHR) is a significant framework that aligns with evolving organizational perspectives and priorities (Koon & Fujimoto, 2023). CHR underscores the humanistic dimensions of CSR, acknowledging employees as both social beings and individuals.…”