‘To what extent can motives of those executing CSR to engage in CSR be influenced by those introducing CSR?’

Forest, C.M. (2016) ‘To what extent can motives of those executing CSR to engage in CSR be influenced by those introducing CSR?’.

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Abstract:Nowadays, organizations are constantly trying to position themselves on the market with a focus on corporate social responsibility. In order to position an organization successfully, it is necessary to influence employees executing CSR to comply with organizational motives of introducing CSR. From existing literature it became clear that there are two motives for employees to engage in CSR, extrinsic motives and intrinsic motives. Moreover, a distinction is made between three sub motives when it comes to extrinsic motives: instrumental motives, relational motives and moral motives. Therefore, this research hypothesized that unmotivated employees (X-employees) can become motivated employees (Y-employees) with a combination of organizational influences and employee motives. After collecting data via a questionnaire and an interview at J. P. Morgan Chase & Co, analysis showed the collected data to be reliable. Moreover, a regression analysis provided significant proof for intrinsic motives to be the motivator for employees to engage in CSR. However, exploring an interview with J. P. Morgan Chase & Co.’s CSR director made clear that J. P. Morgan Chase & Co aims to get employees to engage in CSR by stimulating relational motives. This resulted in rejecting the hypothesis of this research and opening a new window for future research.
Item Type:Essay (Bachelor)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:85 business administration, organizational science, 88 social and public administration
Programme:International Business Administration BSc (50952)
Link to this item:http://purl.utwente.nl/essays/70057
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