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International Journal of Management (IJM)
Volume 7, Issue 4, May–June 2016, pp.152–164, Article ID: IJM_07_04_012
Available online at
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ISSN Print: 0976-6502 and ISSN Online: 0976-6510
© IAEME Publication
STRATEGICALLY LEVERAGING CSR AS A
RECRUITMENT TOOL TO ENHANCE
ORGANIZATIONAL ATTRACTIVENESS” -A
SURVEY OF IT PROFESSIONALS OF
GUJARAT
Kirti Makwana
Assistant Professor,
Indukaka Ipcowala Institute of Management (I2IM)
Faculty of Management Studies (FMS)
Charotar University of Science and Technology (CHARUSAT)
Changa, Anand, Gujarat, India
Dr. Govind Dave
Dean and Principal
Indukaka Ipcowala Institute of Management (I2IM)
Faculty of Management Studies (FMS)
Charotar University of Science and Technology (CHARUSAT)
Changa, Anand, Gujarat, India
ABSTRACT
Attracting and retaining the “right” people has becoming crucial for the
organizations to function sustainably and successfully. To keep up to the
requirements, organizations are trying and testing the impact of various
strategies towards fulfillment of this objective. The present study focuses on
the concept of CSR that was earlier viewed as just a “Philanthropic” gesture
has now taken the form of “Recruitment Strategy”. This article offers a
framework for companies to address CSR strategically and also envisages
underlying dimensions CSR: a tool for organizational attractiveness—
intentions and beliefs. Signaling Theory and Social Identity Theory have been
emphasized in the present study. The study reveals that Signaling theory has
profound impact (30.5%) on increasing Organizational Attractiveness
followed by Social Identity theory (28.3%). The Sense of employees, that
include policy towards employees, employer-employee relationship and
employee welfare programs, also play a crucial role (20.7%) to alleviate
organizational attractiveness.
Strategically Leveraging CSR as A Recruitment Tool To Enhance Organizational
Attractiveness” -A Survey of It Professionals of Gujarat
http://www.iaeme.com/IJM/index.asp 153 [email protected]
Key words: Corporate Social Responsibility, Organizational Attractiveness,
Sense of Employees Signaling Theory, Social Identity Theory
Cite this Article: Kirti Makwana and Dr. Govind Dave, Strategically
Leveraging CSR as A Recruitment Tool To Enhance Organizational
Attractiveness” -A Survey of It Professionals of Gujarat. International Journal
of Management, 7(4), 2016, pp.152–164.
http://www.iaeme.com/ijm/issues.asp?JType=IJM&VType=7&IType=4
INTRODUCTION
IT sector, in India, has transformed India from an agriculture-based economy to a
knowledge-based economy. This sector has made significant contributions in the
country’s economic growth. The sector can be broadly categorized into 4 segments.
For India, Figure 1 shows the segment-wise market share of the IT sector.
Figure 1 Segment wise Market Share
Apart from these, the lives of people have been positively influenced by direct or
indirect contribution of IT sector to various parameters such as employment, standard
of living, per-capita income etc. In India, the IT Software segment has seen significant
growth and has put India on the global map. It contributes for almost 75% of the total
revenues of the IT sector. Though Hardware enjoys second place in terms of market
share in India, it is quite low as compared to global benchmark. The BPO segment has
grown well and is expected to make a footprint in the IT Sector. From managerial
perspective, if we scrutinize the Indian IT sector on porter’s 5 force analysis (as
shown in Figure 2), we find that there is a high threat of new entrants. In this scenario,
the organizations are in a constant battle of growing, or at-least retaining their market
share.
Kirti Makwana and Dr. Govind Dave
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Figure 2 Porter's Five Force Analysis of Indian IT Industry
The software sector is service-oriented and thus the products offered are tailored
to the requirement of its client. Hence, major input costs are those of human resources
(forming almost 40% of the total costs) and research and development.
The organizations have now recognized the significance of a talented workforce to
attain a competitive advantage in this globalized economy. So, the IT giants are in a
constant look-out for talented and qualified employees. With such a scenario, the
organizations are using different strategies to enhance their attractiveness for the
prospective employees.
The demographics of our workforce are changing, highlighted by the exit of the
baby boom generation and the entrance of Generation Y workers. The evolving needs
and values of today’s workers make employee recruitment more challenging. “How-
to” articles about recruiting and attracting new employees abound in the popular
business press, but scholars are challenged to explain clearly the science of
organizational attraction. What makes an organization attractive to a potential
applicant? (BACKHAUS, STONE, & HEINER, 2002).
Several authors have suggested what organizations should do to make them
attractive enough for job seekers that possess the needed knowledge, skills and
abilities. Such factors as reward system, work environment, congruence between
organization and jobseeker’s value, diversity policies, treatment of the environment
have been proven by researchers as factors that attract job seekers to organizations
along with CSR (ADETUNJI & OGBONNA, 2013). Today, many organizations, use
“Corporate Social Responsibility” to strategically leverage their organizational
attractiveness. The following study explores the role that CSR plays in attracting
potential talent pool and why a person considers CSR as an important component
while selecting a prospective employer and his organization.
LITERATURE REVIEW
“War for Talent” a term coined by research power house McKinsey & Company in
1997 is still going strong and its hurting organization’s and country’s competitiveness
severely. (Mohamad & Huzaifah bin, 2012). Traditional approach of luring talents via
attractive salary packages and fringe benefits has not been conclusively able to attract
the best talent in the current human resource. Good benefits package and competitive
pay although important are not sufficient to attract and retain “the best of the best”.
Competitive Rivalry
HIGH
Availability of Substitutes
MEDIUM
Buyer Power
MEDIUM
Threats of New Entrants
HIGH
Supplier Power
LOW/NO POWER
Strategically Leveraging CSR as A Recruitment Tool To Enhance Organizational
Attractiveness” -A Survey of It Professionals of Gujarat
http://www.iaeme.com/IJM/index.asp 155 [email protected]
(Vallaster, Lindgreen, & Maon, 2012). In Fortune magazine’s “100 Best Companies
to Work For” survey, not a single person cited money as a motive why they loved the
place they worked (Fortune, 2011). Hence, the vital question to be asked is “What is
the world’s best looking for?” Lee, (2008) says the common carrot lies in the
intangible, such as pride in where they work and what they do. In a recent survey of
1200 people, TCS, a resource communications agency, found that 43.9 percent of its
respondents were influenced by an organization’s CSR policy when applying for a
job. (Ramasamy, Yeung, & Yuan) Another famous research carried out by Greening
and Turban (2000) which focuses specifically on few corporate social variables
suggests that firms may develop competitive advantages by being perceived as
attractive places of employment because of their performances with regard to quality
of products and services, treatment of women and the environment, and issues of
diversity. Evidence prevails that potential employees refers to sustainable
development (SD) reports to decide whether or not to work for a company (Global
Reporting Initiative, 2010). Initial attraction of an applicant is influenced by the
perceptions of the firm’s image.(Mohamad & Huzaifah bin, 2012). Corporate Social
Responsibility (CSR) has been proven to positively influence organization
attractiveness to job seekers. (ADETUNJI & OGBONNA, 2013) (BACKHAUS,
STONE, & HEINER, 2002). For example, certain companies, such as IBM, General
Motors, and Microsoft, are sending out brochures to prospective applicants promoting
their companies' philanthropic and environmental programs, indicating that some
firms are using social responsibility as a recruitment tool. Researchers have focused
on 5 Corporate Social Performance (CSP) dimensions: employee relations, the natural
environment, product quality, treatment of women and minorities, and community
relations. (Albinger & Freeman, 2000). Numerous studies have focused externally,
looking at the influence of CSR on prospective employees. These works, which tend
to be based on signaling theory (Spence, 1973) and social identity theory (Moon,
2010), suggest that a corporation‘s socially responsible practices send a positive
signal to potential workers. (Greening & Turban, 1997)
Signaling Theory
Job seekers require complete and accurate organizational information to match their
needs properly with organizational offerings. (Greening & Turban, 1997)
Organizational characteristics have been shown to be indicative of personnel practices
and job seekers tend to use these characteristics as clues. (Schlager, Bodderas, Maas,
& Cachelin, 2011) This use of organizational attributes as predictors of working
conditions is captured under the rubric of signaling theory. Signaling theory suggests
that individuals use various clues, dropped by the firm, to draw conclusions about the
firm’s intentions or actions. (Aggerholm, Andersen, & Thomsen, 2011).More
specifically, propositions based on signaling theory suggest that organizational
attributes provide applicants with information about what it would be like to be a
member of an organization because such attributes are interpreted as providing
information about working conditions in the organization.
Social Identity Theory
Social identity theory suggests that individuals derive their self-concept in part from
their membership in certain social groups (Greening & Turban, 1997) (Moon, 2010).
Employer is an important source of self-concept. Employees enjoy the benefits of
their employer’s positive reputation. This provides another foundation on which to
argue that a firm’s CSP will be important to job seekers as a way of selecting a self-
Kirti Makwana and Dr. Govind Dave
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enhancing employment setting.(Moon, 2010). Meeting social responsibilities not only
allows organizations to display high levels of moral or ethical conduct but also has
been shown to provide instrumental benefits and various types of competitive
advantage. These benefits include things such as superior financial performance,
enhanced reputation, more motivated work forces, and the ability to attract desired
employees. (BIR, SUHER, & ALTINBAŞAK, 2009). Companies are facing pressures
from communities, non-governmental regularities, activities and socially responsible
citizens, to behave as responsible corporation of the society. In this context
corporations are using conception of CSR not only to build favorable relationships
with government but also with all related stakeholders in order to ensure sustainable
business performance. (Ali & Jawaria, 2011). There are many potential reasons to
believe that different job seeking populations will consider an organization's CSP
differently when making job choice decisions. Signaling information from
organizations may not be targeted to, available to, or understood by some types of job
seekers, and therefore, may not influence their decisions. Work values developed
through education and life circumstances are likely to differ across different job
seeking populations. Most practically, job-seeking populations with fewer choices
often have less education, fewer skills, or are unemployed and may have urgent needs
for work. Therefore, those with fewer choices cannot afford to be choosy (Albinger &
Freeman, 2000).
CSR should be viewed as a strategy to gain competitive advantage rather than an
obligation that must be fulfilled. Studies have shown that most of the fortune 500
companies engage in aggressive CSR programmes. (BACKHAUS, STONE, &
HEINER, 2002). The ability to raise capital from the investment community is
increasingly being tied to a business's CSP. (Albinger & Freeman, 2000). The
employees at the present tend to be mobile and volatile. They move from one
company to another for many reasons. Recently, employer branding is becoming
popular. It applies marketing principles in the field of human resource with the
intention to attract, motivate and keep talented employees. The essence of employer
branding is to create a distinguishable image of an organization as a preferred
employer. It seems that candidates and actual employees are interested to work in a
company that they thought having excellent working condition and that would treat
them well. They are seduced by the social status as members of this organization.
They are proud being identified with organization that has positive reputation.
Nowadays, the companies are persuaded to be in the list of “best employer”. By being
in the list, they give signals not only about a favorable work environment but also an
assurance that companies would maintain those “good practices”. This kind of
reputation leads to attraction and retention of talents. Organizational prestige makes
an organization attractive, hence influence organizational commitment.
RESEARCH GAP
CSR is considered only as a philanthropic initiative of organizations. Though there
are much wider implications of CSR activities and many more motives of undertaking
CSR activities, much research has not been conducted on these areas, specifically in
the IT sector for Gujarat. The present study explores the potential and implication of a
company’s CSR activities on its attractiveness to the prospective employees.
Strategically Leveraging CSR as A Recruitment Tool To Enhance Organizational
Attractiveness” -A Survey of It Professionals of Gujarat
http://www.iaeme.com/IJM/index.asp 157 [email protected]
RESEARCH OBJECTIVES
To study the impact of CSR activities on organizational attractiveness
To evaluate the contribution of various variables on organizational attractiveness
To evaluate the impact of CSR activities as a marketing tool to attract and retain
talent.
RESEARCH MODEL
ORGANIZATIONAL ATTRACTIVENESS
HYPOTHESIS
Core Hypothesis
H0: There is no significant relationship between Corporate Social Responsibility and
Organizational attractiveness
H1: There is a significant relationship between Corporate Social Responsibility and
Organizational attractiveness
1. Signaling Theory
H0: There is no significant relationship between the perceived organizational
attributes based on signaling theory, through CSR activities and Organizational
Attractiveness.
H1: There is a significant relationship between the perceived organizational attributes
based on signaling theory, through CSR activities and Organizational Attractiveness.
CSR Organizational pride/ Organizational prestige
Employee’s characteristics: high/low achievers
Motives for CSR
Conducive working conditions
Better organizational reputation
Implied positive-ness for organization’s policy and practices
Employee welfare
Perceived corporate citizenship
Financially stable organization
Media dominance
CSP dimensions: Community outreach, Diversity
Sustainable development
Due to globalization
Type of org/sector/industry
Demographic factors: Family background, Age, Education,
Gender, Family Income
Hierarchal level
Degree of job choice possessed by applicants
Aligning individual and organization values
Knowledge, Importance & Perception about CSR
More Salary (high Economic concern)
Opportunities for advancements
Portrayed as ethical organization
Avoid litigation & Compliance to Government regulation
Socially responsible (high concern for society
Celebrity Endorsement
Organizational
Attractiveness
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2. Social Identity Theory
H0: There is no significant relationship between the organizational pride/prestige
based on social identity theory, through CSR activities and Organizational
Attractiveness.
H1: There is a significant relationship between the organizational pride/prestige based
on social identity theory, through CSR activities and Organizational Attractiveness.
3. Corporate Reputation
H0: CSR activities does not significantly improve corporate reputation, thereby,
enhancing organizational attractiveness
H1: CSR activities significantly improves corporate reputation, thereby, enhancing
organizational attractiveness
4. Policy towards employees
H0: Policy towards employees does not play a significant role in enhancing
organizational attractiveness
H1: Policy towards employees plays a significant role in enhancing organizational
attractiveness
5. Job Options
H0: There is no significant relationship between consideration of CSR and the number
of job options available with the employee
H1: There is a significant relationship between consideration of CSR and the number
of job options available with the employee
6. Promote corporate image
H0: To promote corporate image is not the prime motive of organizations to adopt
CSR activities
H1: To promote corporate image is the prime motive of organizations to adopt CSR
activities
7. “Good Books” of all the stakeholders and avoid litigation
H0: To be in the “Good Books” of all the stakeholders and avoid litigation is not the
prime motive of organizations to adopt CSR activities
H1: To be in the “Good Books” of all the stakeholders and avoid litigation is the
prime motive of organizations to adopt CSR activities
8. Hierarchal position
H0: There is a significant relationship between hierarchal position and consideration
of CSR as a recruitment tool.
H1: There is a significant relationship between hierarchal position and consideration
of CSR as a recruitment tool.
Strategically Leveraging CSR as A Recruitment Tool To Enhance Organizational
Attractiveness” -A Survey of It Professionals of Gujarat
http://www.iaeme.com/IJM/index.asp 159 [email protected]
RESEARCH METHODOLOGY
Research Design: Descriptive
Source of Data: Secondary (Articles, Research Papers, Thesis) and Primary
(Questionnaire)
Data Collection Method and Instrument: Survey/Questionnaire by
personal/telephonic/mail interview
Sampling Plan:
Sampling Frame: Gujarat
Sampling Size: 100
Sampling Unit: Working professionals of IT companies in Gujarat
Sampling Method: Convenient / Snowball
ANALYSIS
A. RESPONDENTS’ CHARACTERIZATION
The respondents approached for the data collection are professionals working in
varied IT firms in Gujarat, ranging from MNCs like TCS (5%), Wipro (10%), and
Oracle (4%) to somewhat less well-known but well-established firms. Majority of the
respondents (57%) are of age less than 25 years. These are the persons who are aware
of the trend of being socially responsible. Majority of the respondents perceive that
CSR is necessary (33%) and beneficial (33%), while some others perceive it as a
voluntary initiative (28%) by the organizations. Only few of the respondents believe
that it is compulsory (8%). The perception of an organizations’ CSR initiative is also
dependent on their hierarchal position in the organization structure. 59% of the
respondents belong to the middle level, 34% to the lower level and only 7% to the top
level. Family income is also a crucial parameter as it provides an insight of the
financial needs, standard of living and urgency of grabbing a job for the potential
employment-seekers. Majority of the respondents (40%) belong to the middle-class
family with an annual income of ₹ 1, 50, 000 to ₹ 3, 00, 000.
B. HYPOTHESIS TESTING
1. Hypothesis under Scrutiny: There is a significant relationship between the
perceived organizational attributes based on signaling theory, through CSR activities
and Organizational Attractiveness.
Variables for testing the Hypothesis: Considered “Best Employers”, having the best
brains, good work environment, good employer-employee relation, ethical, financially
stable, offer better opportunities for advancements, involving in employee & family
welfare programs for its employees, positive treatment to women and minority.
Analysis & Interpretation: Out of all the variables listed above, that support
signaling theory, “Best Employers” has the highest mean of 3.74 with a standard
deviation of 0.981. These values suggest that majority of the respondents perceive that
the employers who undertake CSR activities are “Best Employers”. 72% respondents
have affirmed this positive signal to the Employer attribute. Through scrutinizing the
data, it can be observed that majority of the means are around 3-4, with more skewed
towards 4. So, it can be derived that all these variables “signals” positive-ness of the
organization, thereby enhancing Organizational Attractiveness. To quantify the
quantitative impact of each of these variables among themselves, correlation analysis
Kirti Makwana and Dr. Govind Dave
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was used. It could be derived from the correlation matrix that a high degree of
positive correlation exists between “Good Work Environment” and “Good Employer-
Employee Relation. This depicts that improvement in the Work Environment will
have a direct and positive impact on Employer-Employee Relations. The high degree
of correlation suggests that Best Employers are able to attract and retain Best Brains
through employee welfare and good work environment. The results of Factor Analysis
(Principal Component Analysis) suggest that the employers that conduct/promote
CSR activities are considered as Best Employers which in turn signal higher
Organizational Attractiveness. The regression analysis was used to quantify the
contribution of signaling theory to organizational attractiveness. The value of the
coefficient of determination (R2) suggest that the variables of signaling theory
contribute 30.5% to the organizational attractiveness. It is observed that the value of
F-Significance (.000) is less than the level of significance (0.05). Thus, the null
hypothesis can be rejected and alternative hypothesis is proved. So, there is a
significant relationship between the perceived organizational attributes based on
signaling theory, through CSR activities and Organizational Attractiveness.
2. Hypothesis under Scrutiny: There is a significant relationship between the
organizational pride/prestige based on social identity theory, through CSR activities
and Organizational
Variables for testing the Hypothesis: For enhancing corporate reputation;
Organizational prestige; considered to have good reputation in market, best brains,
involved in employee and family welfare activities; positive treatment to women and
minority; celebrity endorsement; Motive behind CSR: development of Society,
Sustainable Development, promote corporate image, employee satisfaction, be in
“Good Books”; Ultimate beneficiaries: Society, Employee.
Analysis & Interpretation: The negative skewness observed in majority of the
variables, for social identity theory, suggest that there are mixed reviews about the
validity of this theory and most of the responses vary between Disagree to Neutral.
This can also be observed from the values of mean. There is a highest degree of
correlation exist between conducting CSR activities with the motive of development
of the society as well as contribution to the sustainable development. The result of
Factor Analysis (Principal Component Analysis) indicates that the organization
conducting CSR activities have Good Reputation in the market, thereby contributing
to social identity theory. The regression analysis was used to quantify the contribution
of social identity theory to organizational attractiveness. The value of the coefficient
of determination (R2) suggests that the variables of social identity theory contribute
28.3% to the organizational attractiveness. It is observed that the value of F-
Significance (.019) is more than the level of significance (0.05). Thus, the null
hypothesis can be accepted. There is no significant relationship between the
organizational pride/prestige based on social identity theory, through CSR activities
and Organizational Attractiveness.
3. Hypothesis under Scrutiny: CSR activities significantly improves corporate
reputation, thereby, enhancing organizational attractiveness
Variables for testing the Hypothesis: Main benefit: enhancing corporate reputation,
improving relations with suppliers, institutions, donors, community; considered to
have good reputation in market; motive: promote corporate image, benefit in
relationship with institution finance and community.
Analysis & Interpretation: The mean values for all the variables range from 3-4,
majority of them more towards 4, that is, “Agree”. Hence it can be depicted that
Strategically Leveraging CSR as A Recruitment Tool To Enhance Organizational
Attractiveness” -A Survey of It Professionals of Gujarat
http://www.iaeme.com/IJM/index.asp 161 [email protected]
majority of respondents agree to the view that CSR activities can improve corporate
reputation, and subsequently organizational attractiveness. There is a high degree of
correlation between benefit derived by CSR on enhancing Corporate Reputation and
the motive of CSR activity to promote corporate image. Thus, it can be deduced that
CSR activities significantly improve Corporate Reputation, thereby, enhancing
organizational attractiveness. So, CSR activities significantly improves corporate
reputation, thereby, enhancing organizational attractiveness
4. Hypothesis under Scrutiny: Policy towards employees plays a significant role in
enhancing organizational attractiveness
Variables for testing the Hypothesis: Significant Area of CSR: Policy towards
employees, Benefit: To strengthen the sense of employees; considered to have good
employer-employee relation, better opportunities for advancements, involving in
employee welfare activities.
Analysis & Interpretation: The highest mean value of “Sense of employee” suggest
that majority of respondents perceive this benefit as significant in improving
organizational attractiveness. The highest degree of correlation between
“Advancement opportunities” and “Employee Welfare Activities” suggest that these
two areas are of prime importance, under employee policy and carry significant share
in improving the organizational attractiveness. The regression analysis suggests that
the contribution of policies towards employees to enhance organizational
attractiveness accounts to 20.7%. The value of F-Significance is less than level of
significance. So, null hypothesis should be rejected and alternate hypothesis holds
true. Hence, the policy towards employees plays a significant role in enhancing
Organizational Attractiveness.
5. Hypothesis under Scrutiny: There is a significant relationship between
consideration of CSR and the number of job options available with the employee.
Analysis & Interpretation: The negative value of correlation suggests that when
respondents have fewer options, their emphasis on CSR activities is reduced. The
value of F-Significance is greater than the level of significance. This indicates that
when there are less job options, respondents will not emphasis on CSR activities.
6. Hypothesis under Scrutiny: To promote corporate image is the prime motive of
organizations to adopt CSR activities
Analysis & Interpretation: The weak correlation indicates that promoting corporate
image is not the prime motive of organizations to adopt CSR activities. This is also
reflected in the results derived from regression analysis with coefficient of
determination of 3%. Even the value of F-significance is higher that the level of
significance. Thus, the null hypothesis can be accepted that promoting corporate
image is not the prime motive of CSR activities.
7. Hypothesis under Scrutiny: To be in the “Good Books” of all the stakeholders
and avoid litigation is the prime motive of organizations to adopt CSR activities.
Analysis & Interpretation: The weak correlation indicates that staying in “Good
Books” is not the prime motive of organizations to adopt CSR activities. This is also
evident from the value of coefficient of determination and F-significance that is
greater than alpha, thereby accepting the null hypothesis. Hence, to be in the “Good
Books” of all the stakeholders and avoid litigation is not the prime motive of
organizations to adopt CSR activities.
Kirti Makwana and Dr. Govind Dave
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8. Hypothesis under Scrutiny: There is a significant relationship between hierarchal
position and consideration of CSR as a recruitment tool.
Analysis & Interpretation: There is a Weak correlation between hierarchal position
and consideration of CSR as a recruitment tool. This is also reflected from low value
of coefficient of determination (2%). The value of F-Significance is greater than
alpha. Thus, the null hypothesis is accepted. So, there is no significant relationship
between hierarchal position and consideration of CSR as a recruitment tool.
CONCLUSION
The present research assesses the effectiveness of strategically leveraging CSR as a
recruitment tool to enhance Organizational Attractiveness. The findings indicate that
this tool as a profound potential for solving the prime issue faced by the
organizations, attracting and retaining talented workforce. The data derived, and
subsequent analysis, suggest that Signaling theory effectively contributes in
enhancing Organizational Attractiveness, whereas Social Identity Theory, for the
selected set of respondents appear to be less appealing. The number of job options
available, hierarchal position and corporate reputation that appeared to be significant
factors while studying the literature, did not turn up to be significant for this research.
This can be attributed to a plethora of extraneous variables, which are beyond the
scope of the present study. It can be depicted from the results that policy towards
employees, is what a potential job-seeker will look for. Policy towards employees,
employee welfare programs, relationship between employer and employee are the
prime areas that an organization should focus while leveraging its CSR activities to
increase organizational attractiveness. Thus, the organizations seeking to recruit from
a diverse applicant pool should aim at balancing stakeholder interest as well as
organizations well-being by positioning their CSR initiatives strategically.
PRACTICAL IMPLICATIONS & SUGGESTIONS
The present research proves that CSR can be an effective recruitment tool. The
strategy-makers and top management can use this novel concept to improve their
organizational attractiveness. They need to broaden their horizons, think out-of-the-
box and realize the significance of this tool. Not just a “Philanthropic” activity, CSR
should be viewed from a strategic perspective to lure the talent, have competitive
advantage and move a step ahead towards Sustainable Development.
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