Content area
Full text
Attracting a quality workforce is a critical component of Human Resources and overall organizational success. Companies are increasingly implementing corporate social responsibility (CSR) activities to improve their attractiveness to high-petforming applicants who are more concerned with environmental issues and work-life balance than ever before. In this study, I carried out a systematic literature review to give an overview of the state of research by defining relevant dimensions of CSR and clusters of moderators as well as mediators and analyzing their impact on organizational attraction. Results showed that environmental, social, and ethical activities positively influence attraction outcomes. Perceived organizational support, company image, and a person organization-fit mediated the CSR-attraction relationship with moderating effects of individual character traits, demographic data, and personal CSR stance.
Keywords: corporate social responsibility, organizational attraction, literature review, sustainability, human resources
INTRODUCTION
Companies see an increase in competition for highly skilled employees in the last decades. This "war for talent" shifts the importance of recruitment to a core component of an organization. The demographic change and scarcity of young, skilled job seekers force businesses to increase their level of attraction on the market (Michaels & Handfield-Jones, 2001; Ulrich, 2015). However, as the new generations X and Y enter the job market financial incentives may not be enough to attract this new workforce who is more concerned with their work-life balance and more environmentally friendly than ever before (Holt, Marques, & Way, 2012; Ohlrich, 2015). Hence, the integration of environmental, social, and ethical values into the business model, strategy, and brand could increase the attraction of the company.
In research, much literature addresses the recruitment and job search process (Acikgoz, 2019; Breaugh, 2008; Collins, 2007) and the concept of corporate social responsibility (CSR) as a way for an organization to focus on environmental, social and ethical issues (Aguinis & Glavaš, 2012; Bansal & Song, 2017; Carroll, 1999). Chapman et al. (2005) meta-analyzed predictors of applicant attraction but only acknowledged CSR with one item in their factor "job-organization characteristics". In their integrative review, Carlini et al. (2019) concentrate on a CSR Employer Branding Process with a focus on communication and signaling mechanisms. My review addresses every dimension of CSR individually as well as specific CSR activities and their impact on organizational attraction. Therefore adding...