The Role of Employees in Implementing CSR Strategies

Abstract

The missing link theme of this chapter is that CSR can be most effectively integrated into a company’s core business when employees are actively involved. To substantiate this claim the chapter addresses both the function of decision-makers and decision-making approaches in CSR management by examining selected aspects of employee roles in implementing CSR strategies at individual, organisational, and institutional levels. The focus covers a choice of key related themes such as: Collaboration between leaders and employees, a framework illustrating employee’s contribution to CSR integration, as well as an examination of employee participation and motivation when implementing CSR strategy using key frameworks such as Porter’s value chain. In doing so, the link between the organisation and the external operating environment is examined and solutions for mainstreaming CSR principles via employee participation in everyday business practice are proposed. We conclude that companies benefit from active employee participation in CSR implementation in various ways including employee commitment, loyalty, increased productivity as well as a stronger image and brand.

I’ll have my people call your people. If you don’t have people, people will be provided for you

Harvard Business Review, March–April 2000, p. 119.