Primary Title. Thesis Proposal Sample

THESIS PROPOSAL

Secondary Title.
Master of Arts in
International Management
SRH University of Applied Sciences Berlin
<First Name> <Middle Name(s)> <Last Name>
(previously obtained) Bachelor Degree, University
born on Month Day Year
written in conjunction with XXX Corporation, City, Country

APPENDIX I: PRELIMINARY THESIS PLAN 16

ALPHABETICAL LIST OF REFERENCES 1
CHRONOLOGICAL LIST OF REFERENCES 5
REFERENCE LIST BY BIBLIOGRAPHY TYPE 9
AFFIDAVIT OF AUTHENTICITY 10
Personal Interest
With the passage of time, it has been observed that the corporate world is changing its arena. This change is coming very swiftly with the more advanced and efficient practices that are generating effective results for the organization in terms of growth, profitability, success, and sustainability. Here, the term sustainability is of great importance as it reflects the ability of the organization to meet its present needs without comprising the capability and skills of the future generation in meeting their needs. In due course, the concept of environmental sustainability is relatively new and encompasses all sorts of environmental and social impacts of the organizational activities.
With that if one goes through an employer and employee relationship, one will also come across with the development of the human resource management practices. Now, the subject is of more importance than ever before and with increasing role of human resources management operations it has an impact on the overall operations, activities and practices of business. Among these come the corporate social responsibilities of the organization. Moreover, since the human capital is among the most important resources for the organization, they have a great contribution in its CSR initiatives.
Research Potential/Statement of Problem
The underlying research paper is about the role of human resource management in developing and maintaining the corporate social responsibility of the organization. The main objective and focus of this thesis is to reflect that how the department of human resource management of the organization is responsible and can contribute for the development, improvement and maintenance of the corporate social responsibilities of the business
Research Aims
The research study on the above mentioned topic is aiming to determine and establish a comprehensive level of understanding on the relation of human resource management and corporate social responsibilities of the organization.
RQ1. Does human resource management plays any role in developing and maintaining corporate social responsibility of an organization?
RQ2. What are the impacts of the Human resource management practices on the corporate social responsibilities of the organizations and vice versa?
RQ3. How can the key factors of human resource management (like recruitment, employee engagement, training and development, career development and compliance) facilitate the corporate social responsibilities of the organization and vice versa?
RQ4. What are the issues that can be addressed by developing integration between an organization’s HRM practices and CSR activities?
The hypothesis set for the underlying research is based on the role of human resources management practices on the corporate social responsibilities of the company.
PRELIMINARY LITERATURE REVIEW
Estimated Sources for Literature
The underlying research on the role of Human Resources in developing and maintaining Corporate Social Responsibility will be reviewed in reference with the previously done work in the domain in the form of the literature review. The data taken from the resources will be carrying a comprehensive collection of information that will represent the content on the subject. For the literature review, all relevant material will be taken into consideration; however, the preference of the author will be on the recent research material. This will be done in order to maintain the authenticity of the research paper in accordance with the timely advancements. The research for the literature review will be based on qualitative data, however, the paper may present the quantitative information mentioned in the previous research studies on the topic. The preliminary research review will cover topics related to the research discipline. A literature review will be presented in the English language.
The literature for the topic will be searched from online sources and extracted from various academic websites available online on the internet. In this course, the assistance of Jstor Emerald Insight, Science Direct, SSRN and Elsevier will be taken. These websites provide a wide platform to access a number of research publications from all over the world. These are recognized as authentic research and carry substantial information on their research studies. Further, the researches that will be taken into consideration can be from any source either from government agencies, NGO’s, research institutes, consultancies or any other publications. The topic on which the entire research will be taken is very diverse, and the parameter of the research includes training and development, employee engagement, motivation, career development and compliance and many others. As a matter of fact, though the human resource management has gained strategic imperative since recent past; however, the concept is as old as the business. On the other hand, according to the Moura-Leite, and Padgett, (2011) the corporate social responsibility in business can be traced from 1950s onwards with differnt factors under focus. With this factor at affect, the study will take into accont relevant material information from such studies with more focus on articles, studies and information that discuss the impact of human resource on corporate social responsibility. However, considering the fact that the human resource management as well as corporate social responsibility have now taken strategic imperative in the organizations which are evolving with every passing day; hence, the focus will be maintained in collecting information from recent studies.
Preliminary Precedent Literature
Human Resource Management is defined as the organizational function that involves recruiting, hiring, management, developing, training, motivating and retaining the people of the organization; while, facilitating specialized and functional support and systems for the engagement of the employees and management of the systems in order to foster the regulatory agreement with the human rights standards and employment (Strandberg, 2009). Further, it has been stated by Tiwari, &Saxena, (2012) that human resources are the foundation of attaining a competitive advantage for the reason of its ability to transform other resources like money, material, machines and methods into the output in the form of product and services. The competitors of the organization can imitate and reproduce other resources like capital and technology, but the human resources of the organization are unique they can be imitate or reproduced.
According to Khatri (1999), the people of the organization are among the most significant factors in terms of adaptability and flexibility for it. Rundle (1997) discussed that it should be kept in mind that the people of the organization (especially the managers) and not the company itself are that mechanism that is adaptive in determining the ways by which the company will respond to its competitive environment.
There are many scholars that have observed that managing people is more complex and difficult than managing capital or technology (Barney, 1991; Lado and Wilson, 1994). On the other hand, those companies that have thoroughly and well discovered their human capital and resources will have an edge and an advantage on others for a long period. This is indeed beneficial for the company for the reason that acquiring, deploying, and developing the human resources in an effective and efficient manner is burdensome and takes a lot of time in order to reap the desired results out of it (Wright et al., 1994).
For the effective and efficient management of the human resources, there is a dire need of the human resource management systems. According to Storey (1995), human resource management is a distinctive and unique approach for employment management which search for obtaining the competitive advantage with the deployment of highly skilled and committed workforce by acquiring and practicing a variety of techniques. Human resource management can assist the companies to improve the organizational behavior in several different areas like staff commitment, their flexibility, and competency. This in returns directs to the improved performance of the staff (Koch and McGrath, 1996).
For the development of sound human resource management system, the companies must have effective and efficient human resource management practices. The human resource management practices attributed to the activities of the organization expressed at managing and administrating the pool of human resources and make sure that the resources are utilized to the fulfillment of the goals and objectives of the organization (Schuler & Jackson, 1987; Schuler & MacMillan, 1984; Wright & Snell, 1991). Further, the human resource management practices may be at variance from one company to another and also may deviate from country to country and region to region.
The concept of corporate social responsibility is quite common throughout the world, and there is a wide consensus over the general perception of CSR. However, the widely used definition of corporate social responsibility is presented by the World Business Council for Sustainable Development (WBCSD, 1999). The definition says that the corporate social responsibility is the commitment of the organization to a discretionary and optional behavior that leads the organization towards economic development and contributes for the welfare of the employees, local community and the society at a broader level. McWilliams et al (2006) attributed CSR as a voluntary and disinterested engagement of the organization into activities that lead towards the achievement of social good. Hence, corporate social responsibilities include the voluntary commitment of the organization for improving the well-being of the employees as well as the society and the prudence in performing business activities.
The linkage between the human resource management and corporate social responsibilities has established a modest ground over the topic. One way to divulge the human resource management relevance with the implementation of corporate social responsibilities is to go through with the drivers of CSR. The organizational development and consequences of engagement and social goods in CSR are very much relied on corporate values. The implementation of corporate social reasonability practices and policies is also dependent on the collaboration and reciprocation of the employees; this highlights the critical and vital role HRM. Thus, in order to facilitate value compensation, organizations are in need to select, recruit and hire employees, and that is all with the definite moral principles. Organizations also have to develop and establish appraisal systems, which would be helpful in enhancing the social performance of the employee, to reward employees for the value attunement, and offer them with relevant training and development programs (Orlitzky& Swanson, 2006). The engagement of employees in the activities of corporate social responsibilities requires the development of their positive behavioral and attitudinal characteristics (Baptiste, 2008). HRM play a significant role in the attaining that and this is because HRM is one of the ways to achieve the support and commitment of employees which is very essential for the implementation of policies and practices of CSR.
According to European Commission, (2001) the improvement of employability and the reduction of skills gaps, provisions for learning opportunities, endorsement of special programs for enabling the unemployed in order to fill the skill gaps. It also includes the facilitation for the lifelong learning by the flexibility in managing the working time and rotation of job. In supporting the European framework for corporate social responsibilities in the green paper (European Commission, 2001), the European Commission has referred to the sound and responsible practices of human resources management as:
empowerment of employees,
responsible practices of recruitment,
better information throughout the company,
a comprehensive understanding of the training needs in the organization,
equality in the compensation and remuneration for women followed with the career prospect for them,
share ownership schemes and profit sharing with the employees, and
high concerns over job security.
Aguilera et al. (2007) talk about the connection between CSR and communication (as human resource management practice). This is supported by the statement that the implementation of the corporate social responsibilities requires employee ability to evaluate the social concerns and apprehensions of their managers and their relationship quality with them. Vountisjarvi (2006) invokes eight different groups of HRM related corporate social responsibilities activities. These include principles and values, staff training and development, job security, employee engagement, health and wellbeing of employees, work life balance, equal opportunities, and integration of difficult and weak groups in the workforce.
Talking about the linkage of human resource management performance, Dyer and Reeves (1995) differentiate some categories of performance results. These include:
Accounting and financial outcomes;
organizational outcomes (quality, service, and productivity);
Outcomes related to HR (turnover of labor, absenteeism, group and individual performance), and
Performance of the company in the stock market (in case the company is listed on any stock exchange.
It is supposed that the sequential order of the impact of the human resource management on the performance pursues. Initially, human resource management related measures lead to the HRM related results. Later on these outcomes produce those organizational outcomes that have the potential and expected to generate positive financial outcome for the company (Guest, 1997; Buciuniene&Kazlauskaite, 2012).
The implementation of corporate social responsibilities policies and practices is very much dependent on the employees of the organization. This dependency is in terms of cooperation that also highlights the significant role of human resource management. For harmonizing the organizational values, it is of great importance to choose and employ a workforce with some definite moral principles (Buciuniene&Kazlauskaite, 2012). In due course, it is also significant for the organizations to create and reward systems that bring improvement the social performance of the employees. The organizations must reward the employees for complementing the values and provide them with appropriate training and development (Orlitzky& Swanson, 2006).
In terms of human resource management and corporate social responsibility, it is very significant to find out the internal dimensions and aspects of CSR. The internal dimensions of CSR are mainly oriented on the workers and staff of the company, the environmental matters, and organizational changes. Human resource management activities that are socially and communally responsible according to the Commission of the European Communities (European Commission, 2001) include:
Responsible recruitment
Employee training and career development
Flexible management of job rotation and working time
Flow of information and communication
Better defined needs of training
Across the world, the authors have examined the relationship between the corporate social responsibility and human resource management (Preuss et al., 2009; Kim & Scullion, 2011; Buciuniene & Kazlauskaite, 2012; Berber, 2013). Lis (2012) discovered that the perception and insight of the people that have pertained for the job vacancy and the employees working in the company about present corporate social responsibilities of the company verify the attractiveness of the company. When the companies have a good relationship with its employees, it enables the company to obtain additional benefits. These benefits include improved public image of the company, increased morale of the employees and the community support Zappala and Cronin (2002). Lockwood (2004) has pointed out that the present role of human resource leadership followed with the rising significance of the human capital as an element of success for the company. This can be witnessed in the form of education and guidance of CSR values and the adequate and sufficient implementation of the corporate social responsibilities policies, programs and strategies in the country and at international level.
Short description of precedent results & realizations
Aguilera, Rupp, Williams and Ganapathi (2007) proposed that the human resource management should take a leading position in the promotion and endorsement of the activities associated with the corporate social responsibility of the company at all levels. The cumulative effect and outcomes of the HRM and CSR activities that highlight and strengthen the desirable behavior have a potential to make a significant contribution for creating and sustaining the long term success of the organization (Sharma et al., 2009). Organizations with more developed and sound human resource management and a good position of the human resource managers have more developed, successful and efficiently implemented CSR programs and activities (Buciuniene&Kazlauskaite, 2012).
The human resource functions are among those functions of the company that can deliver a strong sense, coherence and rationality and that can innovate and communicate with the objectives of corporate social responsibility principles (Beaupré et al., 2008; (Dupont, Ferauge, &Giuliano, 2013)). About the staff mix formulated and presented by the Crozet and Martory (2008), Vandangeon-Derumez and Grimand (2010) affirm that the human resource management practices that can be subjective by the approach of corporate social responsibility include:
compensation policy (external and internal equities of remuneration),
social and climate behavior (absenteeism prevention),
social valuation of employees (diversity policy for intern promotion and recruitments, privileged internal flexibility), and
social image of the company (partnership and affiliation with training institutions, investigating social climate)
DESCRIPTION OF ANTICIPATED METHODS
The methodology of the research presents a systematic and organized structure and framework that is support with the particular procedures in order to generate the strong and viable outcomes of the research. These procedures use some definite tools and techniques that assist the attainment of the set objectives of the research. These procedures followed with the tools and techniques have formulated in a certain period and then they were adopted and practiced by several researchers for the conduction of many researches on a wide range of topics. This entails the importance of the research methodology and describes that well defined and well developed research methodology provide an assurance of the originality and authenticity of the research and helps in formulating the conclusion of the research by establishing a particular scope and time frame of important step need to be taken in the research study.
Short description of Method 1
The underlying research will be conducted with the help two different methods. For this purpose, the first research method that has been chosen includes the qualitative research method. The qualitative research method is a kind of scientific research that comprise of an investigation study which search for answers to specific question. For that purpose this approach systematically uses the predefined set of measures and procedures. It also involves the collection of evidence of the non empirical data. It incorporates findings that were not identified in advance. The qualitative approach seeks the understanding of the research problem for the local perspective that may involve the cultural aspects, values opinions, beliefs and social context of a specific population. The main element of the qualitative research is based on the aspect of subjectivity. The particular methods used in this approach include the observation of the participants, in depth, interviews and collection of data through the focus groups.
The qualitative methods for the conduction of the research have been used to understand the attitudes and experiences of the participants that are relevant or somehow associated with the research study. The main gist behind the qualitative research is based on inquiring what, how and why question of the subject matter rather than questioning over how much and how many aspects of the research.
For the underlying study, with the qualitative aspect and approach of the research, it will use the secondary data collection methods for acquiring the information. In this technique the data collected for the research that has been already generated previously. It can be either qualitative or quantitative depending on the requirement of the research study and the author. The data gathered from the secondary research is less expensive and it’s swift to gather hence it saves a lot of time. The main disadvantage of utilizing the secondary research method is that it has been often observed that the data gathered through secondary research method is either too old or it may not completely specific or relevant for the particular needs of the researcher. Further, the data might be collected in some different geographical locations which may vary the cultural norms, practices and preference of the particular population (Silverman, 2010).
For the underlying research study, the qualitative research will be done on with the help of literature review of the previous researches conducted on the topic. It will provide information related to the developments with respect to the subject in question. It will also support in the identification of the factors that have direct as well as indirect influence on the relation of the human resource and the corporate social responsibility
Short description of Method 2
The second method that will be used in the research is quantitative research method. In this method the empirical information will be gathered for conducting the research as this method highlights the objective measurements and the numerical, mathematical and statistical analysis of the data that was collected with surveys, questionnaires, polls or by influencing the statistical data that was pre existing by using the computational techniques. The numerical or statistical data collected through quantitative methods is generalized for a certain group of people in order to elucidate a particular phenomenon. Therefore, question based information will be collected from the employees of various positions in the different organization. This will enable the research to explore the perception that employees at different positions in the organization hold with respect to the impact of HRM on the corporate social responsibility of the organization.
The data gathered through quantitative research methods utilize the structured instruments of the research. In doing so a sample of the population has been taken that represents the entire population. Usually the sample size of the population is large so that the results generated are representative of the entire population. With the use statistical data collected through quantitative methods, future predictions and forecast can also be made.
For the underlying research the quantitative approach will applied with the help of questionnaire through primary data collection method. The primary research is that research that is done by the researcher and firsthand information is gathered about the subject.. The main advantage of primary research methods is that they are specific to the requirements of the study and the author and the quality of the data can be controlled by the researcher. The only disadvantage of this research method is that it is costly and takes much time and efforts. For the current research the questionnaire will carry both open ended and close ended question (Gratton, and Jones, 2010).
Estimation of Research Scope and Limitations
The research on the topic of “The Role of Human Resources in Developing and Maintaining Corporate Social Responsibility” will cover the cross-sectional study. Further, the research will not be based on a single but take multiple industries for the study. The target group for the research will be based on the managerial level of the organization. Thisis because the personnel at the managerial level are at a key position to formulate the strategies, implement them and manage the decision making and operational activities of Human Resources and corporate social responsibilities.
Expected Outcomes
The expected results from the research will be based on the numerical and reasoning based information. This will help the outcomes to build and endorse a certain relationship and their impact on related domains. The combination of the above methods that is qualitative and quantitative analysis with the help of primary and secondary research methods will generate comprehensive results for the research study that can be taken into consideration for the future research and other relevant domains.
CONCLUSION
Impact on Industry
The topic of the research is on the two significant aspects of the business operations in the corporate world, and the entire research will cover these two diverse domains in relation with each other. In the corporate world, the role of human resource management is of great importance. This is because in order to run any business there is a need for the resources; these include capital, resources, material, technology, and infrastructure and off course human capital. These all resources can be imitate or replicate and may have an alternate but the human capital is that the resource that cannot be imitate or replicate and neither there is any alternate to that. This aspect of the human resource gives a competitive advantage to the organization. Talking about the corporate social responsibilities, it enhances the sustainability of the organization and strengthens its existence and operations on long term basis.
The research is expected to highlight the integration and impact of human resource on CSR of the organization. The findings of the research will help the organization to better incorporate the practices of human resource management in terms of recruitment, training and development, employee engagement, career development and compliance and the motivation fact for the successful implementation of the corporate social responsibilities. This expected to be valuable for the suppliers of the company as well as for its internal customers.
Significance for the scientific field
The research study will generate the factors that have a positive role in the development and maintenance of corporate social responsibility. The findings of the research can be incorporated with the business practices for the better understanding of the scope of HRM and CSR relationship. A key aspect of the research will discuss the development and maintenance of corporate social responsibility that will provide a great insight to the subsequent researches.
The research is based on the qualitative and quantitative analysis, followed with the primary and secondary data collection tools. Thus, the research generated from the research will be authentic and may use for any future analysis in the domain of human resource management practices and corporate social responsibilities of the organizations.
APPENDIX I: PRELIMINARY THESIS PLAN
Below presented is the Gantt chart for the research study on the underlying topic. The entire will be based on three monthsduration, and the work for the research is divided into sections that will be done according to the research plan. The entire work of the research from the approval of the topic till the final submission of the research is based on weekly distribution of the tasks.
ALPHABETICAL LIST OF REFERENCES
Aguilera, R. V., Rupp, D. E., Williams, C. A., & Ganapathi, J. (2007). Putting the S back in corporate social responsibility: A multilevel theory of social change in organizations. Academy of management review, vol. 32, no. 3, pp. 836-863.
Baptiste, N.R. (2008). The symbiotic relationship between HRM practices and employee well‐being: a corporate social responsibility perspective, in Crowther, D. and Capaldi, N. (Eds), The Ashgate Research Companion to Corporate Social Responsibility, Ashgate, Aldershot.
Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, Vol. 17, pp. 99-120.
Berber, N. (2013). Linkage between human resource management and corporate social responsibility. 18th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management SM 2013, Subotica: Faculty of Economics, pp. 1024–1036.
Buciuniene, I., & Kazlauskaite, R. (2012). The linkage between HRM, CSR and performance outcomes. Baltic Journal of Management, vol.7, no. 1, pp. 5-24.
Dupont, C., Ferauge, P., & Giuliano, R. (2013). The Impact of Corporate Social Responsibility on Human Resource Management: GDF SUEZ’s Case. International Business Research, vol. 6, no. 12, pp. 145.
Dyer, L., & Reeves, T. (1995). Human resource strategies and firm performance: what do we know and where do we need to go?. International Journal of human resource management, Vol. 6 No. 3, pp.656‐70.
European Commission. (2001). Green Paper: Promoting a European Framework for Corporate Social Responsibility. Commission of the European Communities, Brussels.
Gratton, C., & Jones, I. (2010). Research methods for sports studies. Taylor & Francis.
Guest, D. E. (1997). Human resource management and performance: a review and research agenda. International journal of human resource management, Vol. 8 No. 3, pp. 263‐76.
Khatri, N. (1999). Emerging issues in Strategic HRM IN Singapore. International Journal of Manpower, Vol. 20, No. 8, pp.516-529.
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 Journal of International Management, vol. 5, no. 5, pp. 501-523.
Koch, M. J., & McGrath, R. I. T. A. (1996). Improving labor productivity: Human resource management policies do matter. Strategic Management Journal, vol. 17, no. 5, pp. 335-354.
Lado, A. A., & Wilson, M. C. (1994). Human resource systems and sustained competitive advantage: A competency-based perspective. Academy of management review, vol. 19, no. 4, pp. 699-727.
Lis, B. (2012). The Relevance of Corporate Social Responsibility for a Sustainable Human Resource Management: An Analysis of Organizational Attractiveness as a Determinant in Employees' Selection of a (Potential) Employer. Management Revue, vol. 23, no. 3, pp. 279-295.
Lockwood, N. R. (2004). Corporate Social Responsibility: HR’s Leadership Role. Available from http://www.mandrake.ca/bill/images/newsletter/documents/HR's%20Leadership%20Role.pdf [Accessed 31st December 2014]
McWilliams, A., Siegel, D. S., & Wright, P. M. (2006). Corporate social responsibility: Strategic implications*. Journal of management studies, vol. 43, no. 1, pp. 1-18.
Moura-Leite, R. C., & Padgett, R. C. (2011). Historical background of corporate social responsibility. Social Responsibility Journal, vol.7, no.4, pp. 528-539.
Orlitzky, M. and Swanson, D.L. (2006). Socially responsible human resource management. in Deckop, John R. (Ed.), Human Resource Management Ethics, Information Age, Greenwich, CT.
Patton, M., and Cochran, M. (2007). A Guide to Using Qualitative Research Methodology. Available from http://fieldresearch.msf.org/msf/bitstream/10144/84230/1/Qualitative%20research%20methodology.pdf [Accessed 31st December 2014]
Preuss, L., Haunschild, A., & Matten, D. (2009). The rise of CSR: implications for HRM and employee representation. The International Journal of Human Resource Management, vol. 20, no. 4, pp. 953-973.
Rundle, S. (1997). Flexibility, adaptiveness and responsiveness (FAR-ness) as the key success factors in market entry in the south east Asian growth wedge. PhD thesis, Department of Management, Monash University, Victoria.
Saunders, M., Lewis, P. and Thornhill, A. (2007). Research Methods for Business Students, 4th ed. Prentice Hall Financial Times, Harlow.
Schuler, R. S., & Jackson, S. E. (1987). Linking competitive strategies with human resource management practices. The Academy of Management Executive, vol. 1, no. 3, pp. 207-219.
Schuler, R. S., & MacMillan, I. C. (1984). Gaining competitive advantage through human resource management practices. Human Resource Management, vol. 23, no. 3, pp. 241-255.
Sharma, S., Sharma, J., & Devi, A. (2009). Corporate Social Responsibility: The Key Role of Human Resources Management. Business Intelligence Journal, vol. 2, no. 1, pp. 205–213
Silverman, D. (Ed.). (2010). Qualitative research. Sage.
Storey, J. (ed.) (1995). Human Resource Management: A Critical Text. London: Routledge.
Strandberg, C. (2009). The Role Of Human Resource Management In Corporate Social Responsibility. Strandberg Consulting, Available from http://corostrandberg.com/wp-content/uploads/files/CSR_and_HR_Management1.pdf [Accessed 31st December 2014]
Tiwari, P., & Saxena, K. (2012). Human resource management practices: A comprehensive review. Pakistan Business Review, vol. 9, no. 2, pp. 669-705.
Vuontisjärvi, T. (2006). The European context for corporate social responsibility and human resource management: an analysis of the largest Finnish companies. Business Ethics: A European Review, vol. 15, no. 3, pp. 271-291.
WBCSD (1999), CSR: Meeting Changing Expectations, World Business Council for Sustainable Development, Geneva, pp. 33.
Wright, P. M., & Snell, S. A. (1991). Toward an integrative view of strategic human resource management. Human Resource Management Review, vol. 1, no. 3, pp. 203-225.
Wright, P. M., McMahan, G. C., & McWilliams, A. (1994). Human resources and sustained competitive advantage: a resource-based perspective. International journal of human resource management, vol. 5, no. 2, pp. 301-326.
Zappalà, G., & Cronin, C. (2002, November). The employee dimensions of corporate community involvement in Australia: Trends and Prospects. In 6th ANZTSR Conference (pp. 27-29).
CHRONOLOGICAL LIST OF REFERENCES
Schuler, R. S., & MacMillan, I. C. (1984). Gaining competitive advantage through human resource management practices. Human Resource Management, vol. 23, no. 3, pp. 241-255.
Schuler, R. S., & Jackson, S. E. (1987). Linking competitive strategies with human resource management practices. The Academy of Management Executive, vol. 1, no. 3, pp. 207-219.
Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, Vol. 17, pp. 99-120.
Wright, P. M., & Snell, S. A. (1991). Toward an integrative view of strategic human resource management. Human Resource Management Review, vol. 1, no. 3, pp. 203-225.
Lado, A. A., & Wilson, M. C. (1994). Human resource systems and sustained competitive advantage: A competency-based perspective. Academy of management review, vol. 19, no. 4, pp. 699-727.
Wright, P. M., McMahan, G. C., & McWilliams, A. (1994). Human resources and sustained competitive advantage: a resource-based perspective. International journal of human resource management, vol. 5, no. 2, pp. 301-326.
Dyer, L., & Reeves, T. (1995). Human resource strategies and firm performance: what do we know and where do we need to go?. International Journal of human resource management, Vol. 6 No. 3, pp.656‐70.
Storey, J. (ed.) (1995). Human Resource Management: A Critical Text. London: Routledge.
Koch, M. J., & McGrath, R. I. T. A. (1996). Improving labor productivity: Human resource management policies do matter. Strategic Management Journal, vol. 17, no. 5, pp. 335-354.
Guest, D. E. (1997). Human resource management and performance: a review and research agenda. International journal of human resource management, Vol. 8 No. 3, pp. 263‐76.
Rundle, S. (1997). Flexibility, adaptiveness and responsiveness (FAR-ness) as the key success factors in market entry in the south east Asian growth wedge. PhD thesis, Department of Management, Monash University, Victoria.
Khatri, N. (1999). Emerging issues in Strategic HRM IN Singapore.International Journal of Manpower, Vol. 20, No. 8, pp.516-529.
WBCSD (1999), CSR: Meeting Changing Expectations, World Business Council for Sustainable Development, Geneva, pp. 33.
European Commission. (2001). Green Paper: Promoting a European Framework for Corporate Social Responsibility. Commission of the European Communities, Brussels.
Zappalà, G., & Cronin, C. (2002, November). The employee dimensions of corporate community involvement in Australia: Trends and Prospects. In 6th ANZTSR Conference (pp. 27-29).
Lockwood, N. R. (2004). Corporate Social Responsibility: HR’s Leadership Role. Available from http://www.mandrake.ca/bill/images/newsletter/documents/HR's%20Leadership%20Role.pdf [Accessed 31st December 2014]
McWilliams, A., Siegel, D. S., & Wright, P. M. (2006). Corporate social responsibility: Strategic implications*. Journal of management studies, vol. 43, no. 1, pp. 1-18.
Orlitzky, M. and Swanson, D.L. (2006). Socially responsible human resource management.inDeckop, John R. (Ed.), Human Resource Management Ethics, Information Age, Greenwich, CT.
Vuontisjärvi, T. (2006). The European context for corporate social responsibility and human resource management: an analysis of the largest Finnish companies. Business Ethics: A European Review, vol. 15, no. 3, pp. 271-291.
Aguilera, R. V., Rupp, D. E., Williams, C. A., &Ganapathi, J. (2007). Putting the S back in corporate social responsibility: A multilevel theory of social change in organizations. Academy of management review, vol. 32, no. 3, pp. 836-863.
Patton, M., and Cochran, M. (2007).A Guide to Using Qualitative Research Methodology. Available from http://fieldresearch.msf.org/msf/bitstream/10144/84230/1/Qualitative%20research%20methodology.pdf [Accessed 31st December 2014]
Saunders, M., Lewis, P. and Thornhill, A. (2007).Research Methods for Business Students, 4th ed. Prentice Hall Financial Times, Harlow.
Baptiste, N.R. (2008). The symbiotic relationship between HRM practices and employee well‐being: a corporate social responsibility perspective, in Crowther, D. and Capaldi, N. (Eds), The Ashgate Research Companion to Corporate Social Responsibility, Ashgate, Aldershot.
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