2026-04-13T16:54:11Zhttps://recercat.cat/oai/request
oai:recercat.cat:10256/164512024-06-18T11:12:20Zcom_2072_452955com_2072_2054col_2072_452964col_2072_453082
RECERCAT author Celma Benaiges, M. Dolors author Martínez Garcia, Esther author Raya Vílchez, José María 2024-06-18T11:12:20Z 2024-06-18T11:12:20Z 2018-05-01 http://hdl.handle.net/10256/16451 Corporate social responsibility towards employees has been promoted by international organizations that produced recommendations, conventions, principles and other documents to enhance job quality and wellbeing at work. However, much is still unknown about their effects. This article empirically analyses the effectiveness of several practices of human resource management, which are “responsible” according to those international institutions, in relation to three well-known dimensions of employees’ wellbeing at work: job stress, job satisfaction and trust in management. The empirical analysis is conducted for the case of Catalonia using information from the Quality of Work Life Survey for 2007. The results show that, in general, higher job quality increases employees’ wellbeing at work, but some practices are more effective than others for each specific wellbeing dimension. It is also noteworthy that some practices, such as job security and good environmental working conditions, seem to positively affect all domains of employees’ wellbeing at work Attribution-NonCommercial-NoDerivatives 4.0 International http://creativecommons.org/licenses/by-nc-nd/4.0/ info:eu-repo/semantics/openAccess Empreses -- Responsabilitat social Social responsibility of business Recursos humans Human capital Socially responsible HR practices and their effects on employees’ wellbeing: Empirical evidence from Catalonia, Spain info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion peer-reviewed