2026-04-13T16:55:06Zhttps://recercat.cat/oai/request
oai:recercat.cat:10256/138652024-06-18T11:11:40Zcom_2072_452955com_2072_2054col_2072_452964col_2072_453082
RECERCAT author Celma Benaiges, M. Dolors author Martínez Garcia, Esther author Raya Vílchez, José María 2024-06-18T11:11:40Z 2024-06-18T11:11:40Z 2016-11 http://hdl.handle.net/10256/13865 Incorporating Corporate Social Responsibility (CSR) into HRM may be a way of integrating employee wellbeing within the workplace. This article provides an empirical analysis of the impact CSR human resource management practices (HRMP) have on job satisfaction (JS). Our aim is to determine which practices contribute most to enhancing employee JS. In an attempt to be as comprehensive as possible, the analysis includes a broad array of HRMP and different dimensions of JS as well as overall JS. Results taken from a representative sample of 1,647 Spanish employees in Catalonia show that in general CSR in HRMP increases JS; some practices (such as wage level) are only relevant for specific dimensions of JS, while others (such as job security) stand out due to their positive effects on all or the majority of JS dimensions. Implications for policymakers and firms interested in attracting and retaining employees by creating high JS are discussed Tots els drets reservats info:eu-repo/semantics/openAccess Empreses -- Responsabilitat social Social responsibility of business Recursos humans Human capital An analysis of CSR in human resource management practices and its impact on employee job satisfaction in Catalonia, Spain info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion