Person-Organization Fit Theories

The existence of CSR performances guarantee the interest of stakeholders, which involving investors, sponsors, employees, consumers and suppliers. More specifically, for inner management, the workers can be treated respectfully and received well treatment. For example, the workers should be ethically treated when they make a contribution to the performance of organization. Which means the workers not only will improve the enthusiasm to the work, but also will hold the same attitude to handle their works and customers when they receive and be treated equally and ethically in the working environment. Consequently, the employees will make more profits by working in a comfortable workplace. Moreover, the performance of organization will be promoted dramatically by workers’ support.

Corporate Social Responsibility (CSR) is something that affects all companies and should be an active factor in the company’s decision making. It is something all corporations need to care about. CSR is when business’ or corporations take part in an initiative or campaign for a cause that will benefit society and/or in some way make the world a better place (Taylor, 2015). Initially, Corporate Social Responsibility started to take shape around the 1950’s, but some say that it dates all the way back to the 1800s, the idea of CSR was seen (Carroll, 2007). One may think that because it is dated so long ago, it doesn’t have an important impact today nevertheless, it is proven that Corporate Social Responsibility is a pathway for entities to self benefit as they are in the process of benefitting society.

In this article, “The Truth About CSR,” authors Rangan, Chase and Karim stress the importance in aligning a company’s social and environmental activities with its business purpose and values (Rangan, Chase, & Karim, 2015, 41). Outcomes of CSR programs should be a “spillover” and not a primary focus of a business, expressing concern towards social responsibility and corporations failing to contribute to society accordingly (Rangan, Chase, Karim, 2015, 42). There is a great deal of importance in companies refocusing their CSR activities on a primary goal and in providing an organized process for bringing consistency and discipline to CSR strategies (42). Rangan, Chase and Karim want corporations to understand why it is important for them to evaluate their CSR activities and refocus them towards the goal of reinforcing the firm’s societal and environmental actions, while also ensuring their actions add to the overall purpose and values of the corporation. According to the authors, even though

Labour Market Competition – Good CSR can aid in the recruitment and retention of graduates. Skilled workers are looking for companies that have more to offer in today's market.

Current approaches to CSR are fragmented and/or disconnected from business goals. Many firms still consider CSR as another generic public relations problem in which media campaigns and CSR reports are used to paint the company as a positive ethical, social and or environmental advocator and supporter. For example, the annual reports discuss a firm’s sensitivities to CSR issues, but completely lack the entire story and offer no further forward commitments from the firm. Further, the ratings and rankings measurements are self-appointed by the firm, not always accurate to validate the work and direct impact to what they are measuring, and the criteria base varies widely and weighed differently in the final scoring. Worst of all the data lacks impartial auditors for validating the data to ensure the ratings have been accurately met, and data is statistically significant and a good proxy for what it is supposed to reflect. This has resulted in reactive initiatives designed to appease vocal

CSR lacks universal methods. The United Nations Industrial Development Organization (UNIDO) mentions that it is important to draw a distinction between CSR as part of strategic business management concept and charity, sponsorships or philanthropy. The latter applications make valuable social impacts that enhance the reputations of the companies, however, CSR is a continual effort instead of an instance. A few features that CSR should focus on are: eco-efficiency, employee and community relations, environmental management, gender balance, responsible souring, anti-corruption, stakeholder engagement and human rights. Utilizing some of these key features a company can bring competitive advantages into the market place. Increased sales and profits from operational cost savings as well as improved reputation and brand image and customer loyalty can result from a well-defined CSR strategy.

Furthermore, there are several reasons why CSR is critical to modern business such as attracting and retaining employees, attracting socially responsible companies and reducing business costs. To start with attracting and retaining employees, it stimulates workers to increase commitments and productivities. Employees would feel meaningful by working for ethical company. In the second place, it helps to attract socially

Employees, as members of an organization, contribute a lot to the enterprise’s manufacture, management and profitability. Corporations’ CSR activities definitely have an enormous influence on the qualities of employees’ behaviors. (Nan, X. & Heo, K. 2007, p.65) Employees may react negatively when they perceive a corporate injustice because that implies a mismatching with their values and threatens their psychological demands. CSR activities on employees are consisted of many aspects, such as skill training, working condition, payment as well as health and safety. Every corporation has its own human and labor policies.

Companies are used to utilising such approach in the form of voluntary CSR to communicate some features and characteristics to their stakeholders such as society and the market in connection with their social responsibility. Under such responsibility, companies demonstrate publicly a clear representation of their philanthropic performances in the society and create a positive subjective image (McWilliams et al., 2006) to make their customers satisfied of the company

Therefore, corporate’ activities have strong influences to the stakeholders. Hildebrand,D,et,al (2011) argued that under a specific but identifiable situation, a company’s CSR actions are able to satisfy stakeholders’ higher-order and self-related demand, meanwhile enabling the stakeholders to identify with the company. On the other hand, Piercy, N. and Lane, N.(2009) indicated that CSR seems to be the most efficient way for the corporate marketing efforts of most firms. It may enable the stakeholders to be loyal even life-long customers of the companies.

It seems that the objective of the CSR has been misconstrued. Every company must have its CSR activities keeping in view the needs of the locality where it is situated and also the prevailing environment.

CSR has become a large part of a businesses brand image, in the 1950s the primary focus was on businesses ' responsibilities to society and doing good deeds for society. In the 1980s, business and social interest’s became closer and firms became more responsive to their stakeholders. During the 1990s the idea of CSR became almost universally approved, finally in the 2000s, CSR became an important business strategic issue (Rosamaria et al. 2011).

CSR can improve the company’s reputation and branding and this in turn improves the prospects for the company to be more effective to attract new customers and increase market share.

Business and society are interdependent. The wellbeing of one depends on the wellbeing on the other. Companies engaged in CSR are reporting benefits to their reputation and their bottom line.

Inyang, Awa and Enuoh (2011) observed that traditionally CSR has been a top-management driven initiative nurtured from policy conception to implementation mainly by the organisations executives. Sharma, Sharma and Devi (2009) also noted that from the very beginning the key player in undertaking CSR activities in business organisations has been top management; other stakeholders who include employees have been rarely covered under the ambit of CSR. It will be argued in this study that the exclusion of other stakeholders, especially employees, and their non-involvement in CSR initiatives tend to affect successful implementation of CSR programmes. As Battacharya, Sen and Koschun (2008) have argued, this top-down approach to CSR creates a gap between top management and employees concerning appropriate sources and ownership of CSR initiatives. Perhaps a more strategic approach would be