Essays on Ethics and Corporate Social Responsibility Coursework

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The paper "Ethics and Corporate Social Responsibility" is a great example of management coursework.   With the increasing levels of globalization resulting from liberalization of markets, efficient flow of information and integration of economies, the level of competition in the local and international markets has increased tremendously. This has resulted from the entry of multinational companies which have a huge financial base to segment the market, attract the loyalty of the customers towards their products and services (Browning 2007). In order for the rest of the firms to increase their competitiveness in the market, they have diversified their operation to different parts of the world.

These are areas that have few players. Therefore, the companies are using all means possible in order to accumulate huge sums of money which are later used as a barrier of entry to any other interested investors. This is affecting the morale of the employees who feel neglected because their issues are not well addressed by the top-level managers (Wenger & Snyder 2000). This paper will discuss how the changes in human resource management have contributed to managing ethics and social corporate responsibility in an organization. Practices of human resource management contribute to managing the social corporate responsibility.

With the expanding nature of many organizations, it has become important for the organization to set aside part of its profits towards the improvement of the lives of the people in the society. This is through supporting various projects related to education, environment, and less fortunate people in society. However, this aspect cannot succeed without the endorsement of the employees. Therefore, improving human resource management practices is significant in ensuring that the workforce is well motivated.

This gives them the urge to work harder in order to give back to society. This is because they are aware that customers want to be associated with a company that participates in improving the lives of people who sustains it in the market. Understanding human resource management practices that have changed over the years would enable the management to manage ethics and social corporate responsibility (Coombs & Holladay 2012). For instance, the management would ensure that they develop a positive culture among all employees. This would be significant in ensuring that employees work as a single unit towards achieving the set goals and objectives.

In addition, they would implement an open office policy. This would make it possible for all employees to air their grievances directly without the use of intermediaries, an aspect that would increase the motivation of all employees because the issues that affect their performance would be well addressed. Human resource management practices are playing a significant role in managing ethics in relation to equality in the organization. With the expansion of organizations in different parts of the world, addressing the issue of diversity in the workforce has become a major priority.

Many customers want to be associate themselves with organizations that have a diverse workforce. On the other hand, employees emanating from different cultural, ethical, and racial background have different ways of dealing with various issues. With the current market which has become dynamic, a diverse workforce is significant in enabling a firm to deal with challenges that keep on rising each day. However, poor management of a diverse workforce might lead to constant conflicts.

If they are not well addressed, they can affect the overall performance of the organization (McKenna, Garcia-Lorenzo, & Bridgman 2010). As a result, the changes in human resource management practices are significant in enabling the organization to balance its workforce and avoid any form of discrimination based on gender, race, or cultural background. This is important in enabling the whole organization to work as a single unit.

References

Browning, B. W. 2007. Leadership in Desperate Times: An Analysis of Endurance: Shackleton's Incredible Voyage through the Lens of Leadership Theory. Advances in Developing Human Resources, 9(2), 183-198.

Coombs, W. T., & Holladay, S. J. 2012. Managing corporate social responsibility: A communication approach. Malden, MA: Wiley-Blackwell.

Klein, N. 2000. No space, no choice, no jobs, no logo: Taking aim at the brand bullies. New York: Picador USA.

McKenna, S., Garcia-Lorenzo, L., & Bridgman, T. 2010. Managing, managerial control and managerial identity in the post-bureaucratic world. Journal of Management Development, 29(2), 128-132.

Rosen, M. 1988. You asked for it: Christmas at the Bosses’ Expense. Journal of Management Studies, 26(5), 463-480.

Sims, R. R. 2003. Ethics and corporate social responsibility: Why giants fall. Westport, CT: Praeger.

Stubbs, W., & Cocklin, C. 2008. Conceptualizing a "Sustainability Business Model". Organization & Environment, 21(2), 103-127.

Wenger, E. C., & Snyder, W. M. 2000. Communities of Practice: The Organizational Frontier. Harvard Business Review, 78(1), 139-146.

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