Innovating Corporate Social Responsibility Integration in Human Resource Practices: A Systematic Review

In this systematic literature review, an in-depth exploration of the interaction between corporate social responsibility (CSR) and human resource management (HRM) is undertaken. These two crucial elements play a fundamental role in achieving organizational excellence and adopting sustainable practices. The methodology of Tranfield, Denyer, and Smart (2003) is utilized, following a methodical approach from the identification to the detailed analysis of sources to extract key lessons. CSR is viewed as a business philosophy that deliberately integrates social and environmental concerns beyond mere financial considerations, while HRM focuses on the strategic management of talent within the company. The integration of CSR and HRM is recognized as an increasingly relevant area of research, suggesting that ethically rooted HRM practices can stimulate employee engagement and contribute to the sustainable development of the company. The Scopus database was leveraged for its wealth of research, and the analysis commenced with a broad examination of articles. These were progressively narrowed down to 215 relevant studies through rigorous selection criteria focusing on CSR and HRM. Further examination resulted in 41 studies being retained for more detailed analysis. This exploration revealed a complex landscape of interactions, where CSR initiatives intertwine closely with HRM strategies, creating corporate cultures that value employee engagement and strengthen the corporate brand. The strategic merging of HRM and CSR practices is identified as a marker of the modern orientation of organizations, underlining the importance of simultaneously achieving organizational objectives and societal well-being.