IJSTR

International Journal of Scientific & Technology Research

IJSTR@Facebook IJSTR@Twitter IJSTR@Linkedin
Home About Us Scope Editorial Board Blog/Latest News Contact Us
CALL FOR PAPERS
AUTHORS
DOWNLOADS
CONTACT
QR CODE
IJSTR-QR Code

IJSTR >> Volume 5 - Issue 8, August 2016 Edition



International Journal of Scientific & Technology Research  
International Journal of Scientific & Technology Research

Website: http://www.ijstr.org

ISSN 2277-8616



An Empirical Analysis Of The Motivational Value Of Corporate Social Responsibility Actions In Sugar Production Firms In Western Kenya

[Full Text]

 

AUTHOR(S)

Dr. Janet N. Manyasi, Wasike Martin Shikuku

 

KEYWORDS

Employee Motivation, CSR activities

 

ABSTRACT

The relationship between CSR activities and employee motivation is still an area that is under- researched. Few studies have tried to compare the motivational value of the different types of CSR actions in the company especially in the manufacturing firms in Kenya. This study therefore investigated the effect of different types of corporate social responsibility activities on the motivation of employees in sugar production firms in western Kenya. The study employed a descriptive survey design to investigate this relationship. Stratified and random sampling techniques were used to obtain a sample of 306 respondents from the research population. A self administered questionnaire was used to collect primary data which was analyzed statistically with the help of the SPSS software 20. To determine the statistical associations between the different types of CSR activities and employee motivation, correlation was used. The results from the hypotheses testing indicated that there are significant positive correlations between all the types of CSR activities and employee motivation. These are customers-related, the local community-related, the business partners-related and employees-related CSR activities. On the whole, each type of CSR activities had its own strength and degree to which it could promote or influence employee motivation.

 

REFERENCES

[1] Aquilera, R.V., Rupp, D.E.,Williams, C.A. and Ganapathi, J. (2007) Putting the ‘S’ back in corporate social responsibility: a multi-level theory of social change in organization. Academy of Management Review, 32, 836-863.

[2] Armstrong, M. (2006). A Handbook of Human Resource Management Practice (10th ed.). London: Kogan Page.

[3] Cochius, T. (2006). Corporate social responsibility in Dutch SMEs: motivation and CSR stakeholders. Unpublished thesis, Maastricht University, Maastricht.

[4] Deci, E.L. and Ryan, R.M. (2008a). Facilitating optimal motivation and psychological well- being across life’s domains. Canadian Psychology, 49, 14-23.

[5] Deci E.L. and Ryan R. M. (2008b). Self-determination theory: a macro theory of human motivation, development and health. Canadian Psychology, 49, 182-185.

[6] European Commission (2001). Promoting a European framework for corporate social responsibility. Green Paper, European Commission, Brussels.

[7] Eweje, G. and Bentley, T. (2006). CSR and staff retention in New Zealand companies: a literature review. Research Working Paper, No. 6, Department of Management and International Business, Auckland.

[8] Gall, M.D., Gall, J.P. and Borg, W.R. (2003). Educational Research: an introduction (7th ed.). Boston: Pearson Education, Inc.

[9] Graafland, J. and van de Van, B. (2006). Strategic and moral motivation for corporate social responsibility. Journal of Corporate Citizenship, 22, 111-123.

[10] Greenberg, J. and Baron, R. A. (2008). Behavior in organizations. Upper Saddle River, NJ: Prentice Hall.

[11] Hopkins, M. (2007). Corporate Social Responsibility and International Development.London: Earthscan.

[12] Latham, G.P. and Pinder, C.C. (2005). Work motivation theory and research at the dawn of the twenty-first century. Annual Review of Psychology, 56, 485-516.

[13] Liget, G. and Oravecz, A. (2009). CSR communication of corporate enterprises in Hungary. Journal of Business Ethics, 84, 137- 149.

[14] Longo, M. Mura, M. and Bonoli, A. (2005). Corporate social responsibility and corporate performance: the case of Italian SMEs. The International Journal of Effective Board Performance, 5, 28-42.

[15] Minbaeva, D. (2008). HRM practices affecting extrinsic and intrinsic motivation of knowledge receivers and their effect on intra-MNC knowledge transfer. Working paper No.12.

[16] Mosley, D.C. Megginson, L. C. and Pietri, P.H. (2005). Supervisory Management: The Art of Inspiring, Empowering and Developing People (3rd ed.). Mason, OH: Thomson.

[17] Mullins, L. J. (2006). Essentials of Organizational Behavior. Harlow: Financial Times PrenticeHall.

[18] Papasolomou-Doukakis, I., Krambia-Kapardis, M. and Katsioloudes, M. (2005). Corporate social responsibility: the way forwards? May be not! European Business Review, 17,263-279.

[19] Porter, L.W., and Lawler, E.E. III. (1968). Managerial Attitudes and Performance. Homewood, IL: Irwin-Dorsey.

[20] Sacconi, L. (2004). Corporate social responsibility (CSR) as a model of ‘extended’ corporate governance: an explanation based on the economic theories of social contract, reputation and reciprocal conformism. LUIC, Ethics, Law and Economics Paper No. 142.

[21] Turban, D. B. and Greening, D. W. (1997). Corporate Social performance and organizational attractiveness to prospective employees. Academy of Management Journal, 40, 658-672.

[22] Vida, S. and Vilte, A. (2012). The contribution of corporate social responsibility to internal employee motivation. Baltic Journal of Management, 7, 49-67.

[23] Vroom, V.H. (1964). Work and Motivation. New York: Wiley

[24] World Business Council for Sustainable Development (1999). Meeting changing expectations: corporate social responsibility. Available at: www.wbcsd.ch