Socially responsible interaction of a business-organization with an internal stakeholder
-
Author(s)Olha DyakivLink to ORCID Index: https://orcid.org/0000-0002-3512-1676
-
DOIhttp://dx.doi.org/10.21511/slrtp.8(2).2018.07
-
Article InfoVolume 8 2018, Issue #2, pp. 69-74
- 724 Views
-
90 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
The purpose of the article is to clarify the essence of social responsibility in the field of engagement, interviewing and recruiting. The object is defined by the internal social responsibility of the employer, which covers the processes of hiring and adaptation, motivation, development and evaluation of their own personnel, which is the main stakeholder of the organization. Modern methods of research, in particular: scientific abstraction (in the study of the essence of categories of corporate social responsibility, a system approach (to justify the principles that influence corporate social responsibility), etc., are used to achieve the stated goal and to solve the above tasks. The provisions and conclusions of the work are a system of measures aimed at ensuring productive employment, a fair compensation policy, creating conditions for the full development of human potential, taking into account the own interests of the main business goals and development strategies of the enterprise. Principles of employer's social responsibility in compensation policy are revealed. They are: decent wages, social support of employees; catering and payment for employees’ medical services; improvement of employees’ health; employees’ leisure time; employees’ health care; assistance in critical situations; financial support; additional medical and social security; positive psychological climate in the team. Components of organization social responsibility in the sphere of professional training are investigated. They are: training and development; forming of employees’ individual development plans; selection of employees forms and methods of training; definition of training efficiency indicators; employees’ professional mobility; planning and career management; formation of personnel reserve etc. It is established that personnel development includes: training programs, professional development, trainings, internship, corporate universities, grants, research and practical development, innovative employment through the “knowledge economy”, favorable conditions for growth of personnel creative potential.
- Keywords
-
JEL Classification (Paper profile tab)М14, М54
-
References10
-
Tables0
-
Figures0
-
- Belyayeva, I. Y., Eskindarov M. A. (Ed.) (2016). Корпоративная социальная ответственность [Korporativnaya sotsialnaya otvetstvennost] (320 p.). Moscow: KNORUS.
- Carroll, A. B. (1999). Corporate social responsibility: evolution of definitional construct. Business & society, 38(3), 268-295.
- Dyakiv, O. P., Demchuk, N. (2016). Modern trends of corporate social responsibility. Rehionalni aspekty rozvytku produktyvnykh syl Ukrainy, 21, 67-70.
- Dyakiv, O. P., Demchuk, N. (2016). Система внутрішньої соціальної відповідальності організації [Systema vnutrishnoi sotsialnoi vidpovidalnosti orhanizatsii]. Economics and organization of management, 3(23), 164-171.
- Dyakiv, О. P. (2015). Корпоративна соціальна відповідальність в стратегії управління персоналом [Korporatyvna sotsialna vidpovidalnist v stratehii upravlinnia personalom] (223-234 pp.). In Hrynchutskyi V. (Ed.). Сучасні тенденції розвитку економічних систем [Suchasni tendentsii rozvytku ekonomichnykh system]. Ternopil: TNEU.
- Grishnova, O. A., Mishchuk, G., Oliynyk O. (2014). Соціальна відповідальність у трудових відносинах: теорія, практика, регулювання ризиків [Social responsibility in labor relations: theory, practice, risk management] (216 p.). Rivne: NUVGP.
- Grynenko, A. M. (2012). Корпоративна соціальна відповідальність: теоретико-методологічний аспект оцінювання соціальної діяльності [Korporatyvna sotsialna vidpovidalnist: teoretyko-metodolohichnyi aspekt otsiniuvannia sotsialnoi diialnosti]. Formuvannia rynkovoi ekonomiky Seriia: Pratsia v XXI stolitti, 58-68.
- Kolot A. M., Grishnova A. et al. (2012). Соціальна відповідальність: теорія і практика розвитку [Sotsialna vidpovidalnist: teoriia i praktyka rozvytku] (501 p.). Kyiv: Kyiv national economic university.
- Kolot, A. M., Grishnova, O. A., Gerasimenko, O. O. et al. (Ed.) (2015). Соціальна відповідальність [Sotsialna vidpovidalnist] (519 p.). Kyiv: Kyiv national economic university.
- Shastun, A. D. (2016). Забезпечення розвитку трудової сфери на засадах соціальної відповідальності [Zabezpechennia rozvytku trudovoi sfery na zasadakh sotsialnoi vidpovidalnosti] (20 p.) (Extended abstract of Ph.D. thesis). Kyiv: Institute of industrial economics, National academy of sciences of Ukraine.
-
The role of accounting in sustainable development
Inna Makarenko 
,
Alex Plastun
doi: http://dx.doi.org/10.21511/afc.01(2).2017.01
Accounting and Financial Control Volume 1, 2017 Issue #2 pp. 4-12 Views: 7823 Downloads: 4774 TO CITEIdeology of Sustainable Development and Sustainable Development Goals influence the transformation of business processes in the companies. Professional accountants are important part of this transformation. In this paper the role of accounting in Sustainable Development Goals achievement is discussed. Different approaches to structuring the role of professional accountants in Sustainable Development are investigated. Among them are types of roles that perform accountants, their professional functions, skills and competencies in the corporate environment. As the result a holistic vision of the role of accounting in sustainable development in the new economic conditions is provided.
-
IFRS convergence: opportunities and challenges in India
Accounting and Financial Control Volume 1, 2017 Issue #2 pp. 13-18 Views: 3834 Downloads: 1738 TO CITEPast decade has witnessed several changes in the process of conduct of business activities across the world especially due to the wave of globalization. It has also made drastic changes in the process of financial reporting, in particular the continuing adoption of IFRS (International Financial Reporting Standards) worldwide. IFRS are high quality, understandable, enforceable and globally acceptable accounting standards issued by IASB (International Accounting Standard Board). Thus these are a set of international accounting standards stating how a particular type of transaction and other events should be reported in the financial statements. Thus IFRS are designed as a common global language for business affairs so that company accounts are understandable and comparable across international boundaries. IFRS is becoming the global language of business with over 40% of the world adopting this as their standard for reporting. India also decided to converge to IFRS from 1st April 2016 in a phased manner, which in turn improves the financial statement comparability and transparency that helps to attract greater cross border investments. This paper focuses on the convergence of IFRS with Indian Accounting Standards, its utility, issues and challenges faced by the stakeholders. It also throws light to the ways through which problems can be addressed.
-
The effect of strategic human resources management (SHRM) on organizational excellence
Mohamad Noor Al-Jedaiah ,
Rokaya Albdareen
doi: http://dx.doi.org/10.21511/ppm.18(4).2020.05
Problems and Perspectives in Management Volume 18, 2020 Issue #4 pp. 49-58 Views: 2593 Downloads: 1330 TO CITE АНОТАЦІЯHuman resources at different levels are the executives of organizational tasks toward excellence. Missing the track of human resources will leave the organization behind. The objective of this research is to investigate the effect of SHRM components on organizational excellence. The study was applied to industrial organizations in Industrial City in Northern Jordan. A quantitative approach was used to accomplish the objectives. A questionnaire was used to collect data. The questionnaire was composed of three parts: the first part designed to collect demographic data, the second part designed to collect information about SHRM (recruitment, training, development, and career development), the last part designed to collect information about organizational excellence. A simple random sample of 120 organizations’ managers was studied. The results showed that the data collection tool was reliable. The results showed that training was of high concern by managers to reach excellence, followed by organizational development, then career development, and the least evaluation was for recruitment. The SHRM components affect the components of organizational excellence (customer satisfaction, technology deployment, product quality, and competitiveness) (p < 0.05). Recruitment was the highest contributor to organizational excellence related to technology deployment, product quality, and competitiveness, but customer satisfaction was affected by development and career development. The study recommended that the organization connect the SHRM strategy with the other organization activities that lead to excellence with the recruitment process’s concentration as it affects the products of the organizations.
