Kurumsal Sosyal Sorumluluk ve Yetenek Yönetimi İlişkisi: İKY Üzerinden bir İnceleme

Yıl 2023, Cilt: 37 Sayı: 2, 81 - 90, 15.04.2023

Kübra Bozma Fatih Karcıoğlu

Öz

Günümüzde Endüstri 4,0’ın ortaya çıkmasıyla birlikte işletmelerin sürdürülebilir başarısında etkili bir faktör olan insan kaynakları yönetiminde (İKY) sanayi şirketlerinin yetenek yönetimi (TM) ve sosyal sorumlulukları (SR) dikkate alınmaktadır. Bu nedenle, işletmeler için yetenekli çalışanları çekmek ve elde tutmak için yetenek yönetimi stratejilerine ihtiyaç vardır. Benzer şekilde, bireyler için de daha iyi yaşam ve çalışma koşullarına yönelik fırsatlara sahip olunmasına özen gösteren ve çalışanlarına yatırım yapan işletmeler aramaktadır. Bu doğrultuda, mevcut çalışanlar ve potansi- yel adaylar için oluşturulabilecek İK politikalarının, işletmelerin sosyal sorumlulukları çerçevesinde yetenek yönetimi ile ilişkilendirilmesi bu çalışmanın temel amacıdır. Bu çalışmada kurumsal sos- yal sorumluluk (KSS) kavramı ile yetenek yönetimi (TM) uygulamaları arasındaki ilişki incelenmiştir. Teorik bilgilerin ardından Erzurum’da (158 kişi) çağrı merkezi çalışanlarından oluşan bir örneklemle saha çalışması yapılmıştır. Sonuçlarımız, sosyal sorumluluk kaygısı taşıyan İKY uygulamalarının rolünün KSS ile ilgili olduğunu ve yetenek yönetimi için etkili bir araç olduğunu göstermektedir. Örgütsel anlamda uygulanan KSS faaliyetlerinin insan kaynakları politikalarını etkilediğini sonucu insan kaynakları yönetiminin örgüt stratejileriyle olan bütünsel yapısını göstermektedir.

Anahtar Kelimeler

Kurumsal Sosyal Sorumluluk, Yetenek Yönetimi, İnsan Kaynakları Yönetimi

The Relationships Between Corporate Social Responsibility and Talent Management: An Analysis Through Human Resources Management

Öz

Nowadays, with the emergence of Industry 4.0, the talent management and the social responsibil- ities of the industrial companies have been taken into consideration in human resources manage- ment, which is an influential factor in the sustainable success of businesses. Talent management strategies are needed to attract and retain talented employees in organizations. Similarly, the employees also seek an organization that cares and makes investments in the employees to have better life and work conditions. In this respect, the main objective of this study is to reconcile the human resource policies that can be created for current employees and potential candidates within the framework of the social responsibilities of businesses and the ethical approach of busi- ness management with talent management. In this study, the relationship between the concept of social responsibility and talent management practices is examined. After the theoretical infor- mation, a field study was conducted with a sample of call center employees in Erzurum (158 peo- ple). Our results show that the role of human resource management practices that have social responsibility concerns is related to corporate social responsibility and is an effective instrument for talent management. Furthermore, the results show that corporate social responsibility activi- ties that the organization applies affect the organization’s human resources policies, which offer the holistic structure of the characteristics of human resources.

Anahtar Kelimeler

talent management, Corporate social responsibility, human resources management

Kaynakça

• Adeyeye, A. O. (2012). Corporate social responsibility of multinational cor- porations in developing countries. Cambridge University Press, s.7.
• Adu-Gyamfi, M., He, Z., Nyame, G., Boahen, S., & Frempong, M. F. (2021). Effects of internal CSR activities on social performance: The employee perspective. Sustainability, 13(11), 1–28. [CrossRef]
• Aktan, C. C., & Börü, D. (2007). Corporate social responsibility. Corporate social responsibility: Businesses and social responsibility (pp. 11–36). İGİAD Publications
• Albinger, H. S., & Freeman, S. J. (2000). Corporate social performance and attractiveness as an employer to different job seeking populations. Journal of Business Ethics, 28(3), 243–253. [CrossRef]
• Alkan, F. (2004). Social responsibility practices in human resources man- agement and its relationship with corporate social responsibility [Master’s Thesis] (p. 146668). Istanbul University, Department of Business Administration.
• Arnold, C., Kiel, D., & Voigt, K.-I. (2016). How the industrial Internet of Things changes business models in different manufacturing industries. Inter- national Journal of Innovation Management, 20(8), 1640015. [CrossRef]
• Atlı, D. (2010). İnsan kaynakları yönetiminin yeni vizyonu yetenek yönetimi ve basın işletmelerinde bir uygulama [Doctoral Dissertation]. Marmara Universitesi.
• Atlığ, N. S. (2006). Business ethics, social responsibility and practices from the pharmaceutical industry [Master’s Thesis] (p. 188557). Yıldız Technical University SBE Business Administration Business Management Program.
• Bies, R. J., & Moag, J. (1986). Interactional justice: Communication criteria of fairness. In R. J. Lewicki, B. H. Sheppard & M. H. Bazerman (Eds.). Research on negotiations in organizations, (pp. 43-55). JAI Press.
• Bingol, D. (2014). Human resources management (9th ed.). Istanbul Beta Publishing Inc.
• Bowen, H. R. (2013). Social responsibilities of the businessman. University of Iowa Press.
• Brunetti, F., Matt, D. T., Bonfanti, A., De Longhi, A., Pedrini, G., & Orzes, G. (2020). Digital transformation challenges: Strategies emerging from a multi-stakeholder approach. TQM Journal, 32(4), 697–724. [CrossRef] Can, H., Tuncer, D., & Ayhan, D. Y. (1999). General business informations. Siyasal Bookstore.
• Cappelli, P., & Keller, J. R. (2014). Talent management: Conceptual approaches and practical challenges. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 305–331. [CrossRef]
• Carroll,A. B. (1979). A three-dimensional conceptual model of corporate social performance. Academy of Management Review, 4(4), 497–505.
• Carroll, A. B. (1991). The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders. Business Horizons, 34(4), 39–48. [CrossRef]
• Carroll, A. B. (2015). Corporate social responsibility. Organizational Dynamics, 44(2), 87–96. [CrossRef]
• Chambers, E. G., Foulon, M., Handfield-Jones, H., Hankin, S. M., & Michaels,
• E. G. (1998). The war for talent. McKinsey Quarterly, 44–57.
• Clutterbuck, D. (2003). Managing work-life balance: A guide for hr in achieving organisational and individual change. Chartered Institute of Personnel and Development.
• Crowther, D., & Aras, G. (2008). Corporate social responsibility (p. 10). Ven- tus Publishing.
• Cowe, R., Draper, S., Elkington, J., & Knight, D. (2002). The corporate social responsibility manual: A practical approach to sustainable business. Spiro Press.
• Dahlsrud, A. (2008). How corporate social responsibility is defined: An analysis of 37 definitions. Corporate Social Responsibility and Environmental Management, 15(1), 1–13. [CrossRef]
• Davis, K. (1967). Understanding the social responsibility puzzle. Business Horizons, 10(4), 45–50. [CrossRef]
• Doğan, S., & Demiral, A. G. Ö. (2008). The way employees in human resource management travel towards themselves: Talent management. Çuku- rova University Journal of Social Sciences Institute, 17(3), 145-166.
• European Community (2011). Communication from the commission to the European Parliament, the council, the European economic and social committee and the committee of the regions. European Commission.
• Friend, M., & Kohn, J. (2007). Fundamentals of occupational safety and health. The Scarecrow Press Inc.
• Galang, M. C., & Osman, I. (2016). HR managers in five countries: What do they do and why does it matter? International Journal of Human Resource Management, 27(13), 1341–1372. [CrossRef]
• Gallie, D., Felstead, A., Green, F., & Henseke, G. (2021). Inequality at work and employees’ perceptions of organisational fairness. Industrial Relations Journal, 52(6), 550–568. [CrossRef]
• Ghobakhloo, M., Iranmanesh, M., Grybauskas, A., Vilkas, M., & Petraitė, M. (2021). Industry 4.0, innovation, and sustainable development: A systematic review and a roadmap to sustainable innovation. Business Strategy and the Environment, 30(8), 4237–4257. [CrossRef]
• Gond, J. P., Igalens, J., Swaen, V., & El Akremi, A. (2011). The human resources contribution to responsible leadership: An exploration of the CSR– HR interface. Journal of Business Ethics, 98(S1), 115–132. [CrossRef]
• He, J., Mao, Y., Morrison, A. M., & Coca-Stefaniak, J. A. (2021). On being warm and friendly: The effect of socially responsible human resource management on employee fears of the threats of COVID-19. Inter- national Journal of Contemporary Hospitality Management, 33(1), 346–366. [CrossRef]
• Ilıcak, G., & Aydınalp (2013). Corporate social responsibility in the axis of public relations (1st ed, p. 5). Nobel Publishing.
• International Labour Organization (2018). Decent work and the sustain- able development goals: A guidebook on SDG labour market indica- tors. Department of Statistics, International Labour Organization.
• Jazdi, N, “Cyber physical systems in the context of Industry 4.0,” (2014). IEEE International Conference on Automation, Quality and Testing, Robotics, (pp. 1–4). [CrossRef]
• Jamali, D. R., Dirani, A. M., & Harwood, I. A. (2014). Exploring human resource management roles in corporate social responsibility: The CSR-HRM co-creation model. Business Ethics: A European Review, 24(2), 125–143.
• Jazdi, N., (2014). Cyber physical systems in the context of Industry 4.0. 2014 IEEE International Conference on Automation, Quality and Testing, Robotics, 2014, pp. 1-4. [CrossRef]
• Kamble, S. S., Gunasekaran, A., & Sharma, R. (2018). Analysis of the driving and dependence power of barriers to adopt industry 4.0 in Indian manufacturing industry. Computers in Industry, 101, 107–119. [CrossRef]
• Kim, C. H., & Scullion, H. (2011). Exploring the links between corporate social responsibility and global talent management: A comparative study of the UK and Korea. European J. of International Management, 5(5), 501–523. [CrossRef]
• Koçel, T. (2014). Business management (15th ed). Beta Publishing and Dis- tribution Inc.
• Lewis, R. E., & Heckman, R. J. (2006). Talent management: A critical review. Human Resource Management Review, 16(2), 139–154. [CrossRef]
• Li, D., Fast-Berglund, Å, & Paulin, D. (2019). Current and future Industry 4.0 capabilities for information and knowledge sharing: Case of two Swedish SMEs. International Journal of Advanced Manufacturing Technology, 105(9), 3951–3963. [CrossRef]
• Mishra, A., & Akman, I. (2010). Information technology in human resource management: An empirical assessment. Public Personnel Manage- ment, 39(3), 271–290. [CrossRef]
• Mukhuty, S., Upadhyay, A., & Rothwell, H. (2022). Strategic sustainable development of Industry 4.0 through the lens of social responsibility: The role of human resource practices. Business Strategy and the Environment, 31(5), 2068–2081. [CrossRef]
• Müller, J. M., Kiel, D., & Voigt, K.-I. (2018). What drives the implementation of Industry 4.0? The role of opportunities and challenges in the con- text of sustainability. Sustainability, 10(1), 247. [CrossRef]
• Nguyen, N. (2012). Human resource training and development as facilita- tors of corporate social responsibility. Journal of Development Eco- nomics, 14(3), 88–98.
• Özkan, M., & Solmaz, B. (2015). The changing face of the employees–gen- eration Z and their perceptions of work (a study applied to university students). Procedia Economics and Finance, 26, 476–483. [CrossRef]
• Petrenko, O. V., Aime, F., Ridge, J., & Hill, A. (2016). Corporate social respon- sibility or CEO narcissism? CSR motivations and organizational performance. Strategic Management Journal, 37(2), 262–279. [CrossRef] Porter, M. E., & Kramer, M. R. (2011). Creating shared value. Harvard Business Review, 89(1), 62–77.
• Rahman, S. (2011). Evaluation of definitions: Ten dimensions of corporate social responsibility. World Review of Business Research, 1(1), 166–176. Redington, I. (2005). Making CSR happen: The contribution of people management. The Chartered Institute of Personnel and Development (Chartered Institute of Personnel and Development).
• Rothwell, W. J. (2010). Effective succession planning: Ensuring leadership continuity and building talent from within. AMACOM Div American Mgmt Assn.
• Sarkar, S., & Searcy, C. (2016). Zeitgeist or chameleon? A quantitative analysis of CSR definitions. Journal of Cleaner Production, 135, 1423–1435. [CrossRef]
• Schipani, C. A., Dworkin, T. M., & Liu, J. (2018). The role of employee voice in promoting corporate social responsibility in China. In J. J. du Plessis, J. Veldman, & U. Varottil (Ed.). Globalisation of Corporate Social Responsibility and its Impact on Corporate Governance içinde (pp. 51–76). Springer International Publishing.
• Schuler, R. S., Dowling, P. J., & Cieri, H. D. (1993). An integrative framework of strategic international human resource management. International Journal of Human Resource Management, 4(4), 717–764. [CrossRef]
• Schuler, R. S., Jackson, S. E., Jackofsky, E., & Slocum, J. W. (1996). Managing human resources in Mexico: A cultural understanding. Business Horizons, 39(3), 55–61. [CrossRef] Schuler, R. S., Jackson, S. E., & Tarique, I. (2011a). Framework for global talent management: HR actions for dealing with global talent chal- lenges. Global Talent Management, 17–36.
• Schuler, R. S., Jackson, S. E., & Tarique, I. (2011b). Global talent manage- ment and global talent challenges: Strategic opportunities for IHRM. Journal of World Business, 46(4), 506–516. [CrossRef]
• Shanklin, W. L. (1976). Corporate social responsibility: Another view. Jour- nal of Business Research, 4(1), 75–84. [CrossRef]
• Sheldon, O. (2004). The philosophy of management. Routledge.
• Silzer, R., & Dowell, B. E. (Eds.) (2009). Strategy-driven talent manage- ment: A leadership imperative (vol. 28). John Wiley & Sons.
• Şimşek, M. Ş., Çelik A., & Akgemci T. (2015). Introduction to Behavioral Sciences and behavior in organizations (9th ed). Eğitim Publishing House.
• Stahl, G. K., Brewster, C. J., Collings, D. G., & Hajro, A. (2020). Enhancing the role of human resource management in corporate sustainability and social responsibility: A multi-stakeholder, multidimensional approach to HRM. Human Resource Management Review, 30(3), 100708. [CrossRef]
• Story, J., Castanheira, F., & Hartig, S. (2016). Corporate social responsibility and organizational attractiveness: Implications for talent manage- ment. Social Responsibility Journal, 12(3), 484–505. [CrossRef]
• Syed, J., & Kramar, R. (2017). Human resource management: A global and critical perspective. Macmillan International Higher Education.
• Tamer, G. (2019), Kurumsal sosyal sorumluluk. Social Sciences Studies Journal. 5(31), 1116. [CrossRef]
• Tarique, I., & Schuler, R. S. (2010). Global talent management: Literature review, integrative framework, and suggestions for further research. Journal of World Business, 45(2), 122–133. [CrossRef]
• Topaloğlu, M., & Koç, H. (2017). Yönetim ve organizasyon. Seçkin Yayıncılık. UNCTD (2004). Disclosure of the impact of corporations on society current trends and issues. United Nations.
• Vinerean, S. (2013). Cetina, I., & Dumitrescu, L. Modeling Employee Satisfaction in Relation to CSR Practices and Attraction and Retention of Top Talent. Expert Journal of Business and Manage- ment, 1(1), 12.
• Wahba, M. (2015). Talent management practices effect on employee engagement: Applied in logistics sector in Egypt. In Proceedings of the Annual Paris Business Research Conference (pp. 1–14).
• Waterhouse, B. C. (2017). The personal, the political and the profitable: Business and protest culture, 1960s-1980s. Financial History, 1(4), 14–17.
• Wellins, R. S., & Schweyer, A. (2011). Talent management in motion: Keep- ing up with an evolving workforce. Development Dimensions Inter- national Press.
• Wilson, F., & Post, J. E. (2013). Business models for people, planet (& prof- its): Exploring the phenomena of social business, a market-based approach to social value creation. Small Business Economics, 40(3), 715–737. [CrossRef]
• World, B. (2006). Beyond corporate social responsibility: The scope for corporate investment in community driven development. World Bank. Retrieved from https://openknowledge.worldbank.org/hand le/10986/8240. License: CC BY 3.0 IGO.
• Yarnall, M. (2008). Strategic career management: Developing your talent (1. Baskı). Butterworth-Heinemann.
• Zappal, G., & Cronin, C. (2003). The contours of corporate community involvement in Australia’s top companies. Journal of Corporate Citizenship, 2003(12), 59–73. [CrossRef]