Strategically leveraging CSR as a recruitment tool to enhance organizational attractiveness” -A survey of it professionals of Gujarat

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This article offers a framework for companies to address CSR strategically and also envisages underlying dimensions CSR: a tool for organizational attractiveness— intentions and beliefs.

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International Journal of Management (IJM) Volume 7, Issue 4, May–June 2016, pp.152–164, Article ID: IJM_07_04_012 Available online at http://www.iaeme.com/ijm/issues.asp?JType=IJM&VType=7&IType=4 Journal Impact Factor (2016): 8.1920 (Calculated by GISI) www.jifactor.com ISSN Print: 0976-6502 and ISSN Online: 0976-6510 © IAEME Publication STRATEGICALLY LEVERAGING CSR AS A RECRUITMENT TOOL TO ENHANCE ORGANIZATIONAL ATTRACTIVENESS” -A SURVEY OF IT PROFESSIONALS OF GUJARAT Kirti Makwana Assistant Professor, Indukaka Ipcowala Institute of Management (I2IM) Faculty of Management Studies (FMS) Charotar University of Science and Technology (CHARUSAT) Changa, Anand, Gujarat, India Dr. Govind Dave Dean and Principal Indukaka Ipcowala Institute of Management (I2IM) Faculty of Management Studies (FMS) Charotar University of Science and Technology (CHARUSAT) Changa, Anand, Gujarat, India ABSTRACT Attracting and retaining the “right” people has becoming crucial for the organizations to function sustainably and successfully. To keep up to the requirements, organizations are trying and testing the impact of various strategies towards fulfillment of this objective. The present study focuses on the concept of CSR that was earlier viewed as just a “Philanthropic” gesture has now taken the form of “Recruitment Strategy”. This article offers a framework for companies to address CSR strategically and also envisages underlying dimensions CSR: a tool for organizational attractiveness— intentions and beliefs. Signaling Theory and Social Identity Theory have been emphasized in the present study. The study reveals that Signaling theory has profound impact (30.5%) on increasing Organizational Attractiveness followed by Social Identity theory (28.3%). The Sense of employees, that include policy towards employees, employer-employee relationship and employee welfare programs, also play a crucial role (20.7%) to alleviate organizational attractiveness. http://www.iaeme.com/IJM/index.asp 152 editor@iaeme.com
Strategically Leveraging CSR as A Recruitment Tool To Enhance Organizational Attractiveness” -A Survey of It Professionals of Gujarat Key words: Corporate Social Responsibility, Organizational Attractiveness, Sense of Employees Signaling Theory, Social Identity Theory Cite this Article: Kirti Makwana and Dr. Govind Dave, Strategically Leveraging CSR as A Recruitment Tool To Enhance Organizational Attractiveness” -A Survey of It Professionals of Gujarat. International Journal of Management, 7(4), 2016, pp.152–164. http://www.iaeme.com/ijm/issues.asp?JType=IJM&VType=7&IType=4 INTRODUCTION IT sector, in India, has transformed India from an agriculture-based economy to a knowledge-based economy. This sector has made significant contributions in the country’s economic growth. The sector can be broadly categorized into 4 segments. For India, Figure 1 shows the segment-wise market share of the IT sector. Figure 1 Segment wise Market Share Apart from these, the lives of people have been positively influenced by direct or indirect contribution of IT sector to various parameters such as employment, standard of living, per-capita income etc. In India, the IT Software segment has seen significant growth and has put India on the global map. It contributes for almost 75% of the total revenues of the IT sector. Though Hardware enjoys second place in terms of market share in India, it is quite low as compared to global benchmark. The BPO segment has grown well and is expected to make a footprint in the IT Sector. From managerial perspective, if we scrutinize the Indian IT sector on porter’s 5 force analysis (as shown in Figure 2), we find that there is a high threat of new entrants. In this scenario, the organizations are in a constant battle of growing, or at-least retaining their market share. http://www.iaeme.com/IJM/index.asp 153 editor@iaeme.com
Kirti Makwana and Dr. Govind Dave Availability of Substitutes MEDIUM Supplier Competitive Power Buyer Power Rivalry LOW/NO MEDIUM HIGH POWER Threats of New Entrants HIGH Figure 2 Porter's Five Force Analysis of Indian IT Industry The software sector is service-oriented and thus the products offered are tailored to the requirement of its client. Hence, major input costs are those of human resources (forming almost 40% of the total costs) and research and development. The organizations have now recognized the significance of a talented workforce to attain a competitive advantage in this globalized economy. So, the IT giants are in a constant look-out for talented and qualified employees. With such a scenario, the organizations are using different strategies to enhance their attractiveness for the prospective employees. The demographics of our workforce are changing, highlighted by the exit of the baby boom generation and the entrance of Generation Y workers. The evolving needs and values of today’s workers make employee recruitment more challenging. “How- to” articles about recruiting and attracting new employees abound in the popular business press, but scholars are challenged to explain clearly the science of organizational attraction. What makes an organization attractive to a potential applicant? (BACKHAUS, STONE, & HEINER, 2002). Several authors have suggested what organizations should do to make them attractive enough for job seekers that possess the needed knowledge, skills and abilities. Such factors as reward system, work environment, congruence between organization and jobseeker’s value, diversity policies, treatment of the environment have been proven by researchers as factors that attract job seekers to organizations along with CSR (ADETUNJI & OGBONNA, 2013). Today, many organizations, use “Corporate Social Responsibility” to strategically leverage their organizational attractiveness. The following study explores the role that CSR plays in attracting potential talent pool and why a person considers CSR as an important component while selecting a prospective employer and his organization. LITERATURE REVIEW “War for Talent” a term coined by research power house McKinsey & Company in 1997 is still going strong and its hurting organization’s and country’s competitiveness severely. (Mohamad & Huzaifah bin, 2012). Traditional approach of luring talents via attractive salary packages and fringe benefits has not been conclusively able to attract the best talent in the current human resource. Good benefits package and competitive pay although important are not sufficient to attract and retain “the best of the best”. http://www.iaeme.com/IJM/index.asp 154 editor@iaeme.com
Strategically Leveraging CSR as A Recruitment Tool To Enhance Organizational Attractiveness” -A Survey of It Professionals of Gujarat (Vallaster, Lindgreen, & Maon, 2012). In Fortune magazine’s “100 Best Companies to Work For” survey, not a single person cited money as a motive why they loved the place they worked (Fortune, 2011). Hence, the vital question to be asked is “What is the world’s best looking for?” Lee, (2008) says the common carrot lies in the intangible, such as pride in where they work and what they do. In a recent survey of 1200 people, TCS, a resource communications agency, found that 43.9 percent of its respondents were influenced by an organization’s CSR policy when applying for a job. (Ramasamy, Yeung, & Yuan) Another famous research carried out by Greening and Turban (2000) which focuses specifically on few corporate social variables suggests that firms may develop competitive advantages by being perceived as attractive places of employment because of their performances with regard to quality of products and services, treatment of women and the environment, and issues of diversity. Evidence prevails that potential employees refers to sustainable development (SD) reports to decide whether or not to work for a company (Global Reporting Initiative, 2010). Initial attraction of an applicant is influenced by the perceptions of the firm’s image.(Mohamad & Huzaifah bin, 2012). Corporate Social Responsibility (CSR) has been proven to positively influence organization attractiveness to job seekers. (ADETUNJI & OGBONNA, 2013) (BACKHAUS, STONE, & HEINER, 2002). For example, certain companies, such as IBM, General Motors, and Microsoft, are sending out brochures to prospective applicants promoting their companies' philanthropic and environmental programs, indicating that some firms are using social responsibility as a recruitment tool. Researchers have focused on 5 Corporate Social Performance (CSP) dimensions: employee relations, the natural environment, product quality, treatment of women and minorities, and community relations. (Albinger & Freeman, 2000). Numerous studies have focused externally, looking at the influence of CSR on prospective employees. These works, which tend to be based on signaling theory (Spence, 1973) and social identity theory (Moon, 2010), suggest that a corporation‘s socially responsible practices send a positive signal to potential workers. (Greening & Turban, 1997) Signaling Theory Job seekers require complete and accurate organizational information to match their needs properly with organizational offerings. (Greening & Turban, 1997) Organizational characteristics have been shown to be indicative of personnel practices and job seekers tend to use these characteristics as clues. (Schlager, Bodderas, Maas, & Cachelin, 2011) This use of organizational attributes as predictors of working conditions is captured under the rubric of signaling theory. Signaling theory suggests that individuals use various clues, dropped by the firm, to draw conclusions about the firm’s intentions or actions. (Aggerholm, Andersen, & Thomsen, 2011).More specifically, propositions based on signaling theory suggest that organizational attributes provide applicants with information about what it would be like to be a member of an organization because such attributes are interpreted as providing information about working conditions in the organization. Social Identity Theory Social identity theory suggests that individuals derive their self-concept in part from their membership in certain social groups (Greening & Turban, 1997) (Moon, 2010). Employer is an important source of self-concept. Employees enjoy the benefits of their employer’s positive reputation. This provides another foundation on which to argue that a firm’s CSP will be important to job seekers as a way of selecting a self- http://www.iaeme.com/IJM/index.asp 155 editor@iaeme.com
Kirti Makwana and Dr. Govind Dave enhancing employment setting.(Moon, 2010). Meeting social responsibilities not only allows organizations to display high levels of moral or ethical conduct but also has been shown to provide instrumental benefits and various types of competitive advantage. These benefits include things such as superior financial performance, enhanced reputation, more motivated work forces, and the ability to attract desired employees. (BIR, SUHER, & ALTINBAŞAK, 2009). Companies are facing pressures from communities, non-governmental regularities, activities and socially responsible citizens, to behave as responsible corporation of the society. In this context corporations are using conception of CSR not only to build favorable relationships with government but also with all related stakeholders in order to ensure sustainable business performance. (Ali & Jawaria, 2011). There are many potential reasons to believe that different job seeking populations will consider an organization's CSP differently when making job choice decisions. Signaling information from organizations may not be targeted to, available to, or understood by some types of job seekers, and therefore, may not influence their decisions. Work values developed through education and life circumstances are likely to differ across different job seeking populations. Most practically, job-seeking populations with fewer choices often have less education, fewer skills, or are unemployed and may have urgent needs for work. Therefore, those with fewer choices cannot afford to be choosy (Albinger & Freeman, 2000). CSR should be viewed as a strategy to gain competitive advantage rather than an obligation that must be fulfilled. Studies have shown that most of the fortune 500 companies engage in aggressive CSR programmes. (BACKHAUS, STONE, & HEINER, 2002). The ability to raise capital from the investment community is increasingly being tied to a business's CSP. (Albinger & Freeman, 2000). The employees at the present tend to be mobile and volatile. They move from one company to another for many reasons. Recently, employer branding is becoming popular. It applies marketing principles in the field of human resource with the intention to attract, motivate and keep talented employees. The essence of employer branding is to create a distinguishable image of an organization as a preferred employer. It seems that candidates and actual employees are interested to work in a company that they thought having excellent working condition and that would treat them well. They are seduced by the social status as members of this organization. They are proud being identified with organization that has positive reputation. Nowadays, the companies are persuaded to be in the list of “best employer”. By being in the list, they give signals not only about a favorable work environment but also an assurance that companies would maintain those “good practices”. This kind of reputation leads to attraction and retention of talents. Organizational prestige makes an organization attractive, hence influence organizational commitment. RESEARCH GAP CSR is considered only as a philanthropic initiative of organizations. Though there are much wider implications of CSR activities and many more motives of undertaking CSR activities, much research has not been conducted on these areas, specifically in the IT sector for Gujarat. The present study explores the potential and implication of a company’s CSR activities on its attractiveness to the prospective employees. http://www.iaeme.com/IJM/index.asp 156 editor@iaeme.com
Strategically Leveraging CSR as A Recruitment Tool To Enhance Organizational Attractiveness” -A Survey of It Professionals of Gujarat RESEARCH OBJECTIVES  To study the impact of CSR activities on organizational attractiveness  To evaluate the contribution of various variables on organizational attractiveness  To evaluate the impact of CSR activities as a marketing tool to attract and retain talent. RESEARCH MODEL CSR Organizational pride/ Organizational prestige Employee’s characteristics: high/low achievers Motives for CSR Conducive working conditions Better organizational reputation Organizational Implied positive-ness for organization’s policy and practices Attractiveness Employee welfare Perceived corporate citizenship Financially stable organization Media dominance CSP dimensions: Community outreach, Diversity Sustainable development Due to globalization Type of org/sector/industry Demographic factors: Family background, Age, Education, Gender, Family Income Hierarchal level Degree of job choice possessed by applicants Aligning individual and organization values Knowledge, Importance & Perception about CSR More Salary (high Economic concern) Opportunities for advancements Portrayed as ethical organization Avoid litigation & Compliance ORGANIZATIONAL to Government regulation ATTRACTIVENESS Socially responsible (high concern for society Celebrity Endorsement HYPOTHESIS Core Hypothesis H0: There is no significant relationship between Corporate Social Responsibility and Organizational attractiveness H1: There is a significant relationship between Corporate Social Responsibility and Organizational attractiveness 1. Signaling Theory H0: There is no significant relationship between the perceived organizational attributes based on signaling theory, through CSR activities and Organizational Attractiveness. H1: There is a significant relationship between the perceived organizational attributes based on signaling theory, through CSR activities and Organizational Attractiveness. http://www.iaeme.com/IJM/index.asp 157 editor@iaeme.com
Kirti Makwana and Dr. Govind Dave 2. Social Identity Theory H0: There is no significant relationship between the organizational pride/prestige based on social identity theory, through CSR activities and Organizational Attractiveness. H1: There is a significant relationship between the organizational pride/prestige based on social identity theory, through CSR activities and Organizational Attractiveness. 3. Corporate Reputation H0: CSR activities does not significantly improve corporate reputation, thereby, enhancing organizational attractiveness H1: CSR activities significantly improves corporate reputation, thereby, enhancing organizational attractiveness 4. Policy towards employees H0: Policy towards employees does not play a significant role in enhancing organizational attractiveness H1: Policy towards employees plays a significant role in enhancing organizational attractiveness 5. Job Options H0: There is no significant relationship between consideration of CSR and the number of job options available with the employee H1: There is a significant relationship between consideration of CSR and the number of job options available with the employee 6. Promote corporate image H0: To promote corporate image is not the prime motive of organizations to adopt CSR activities H1: To promote corporate image is the prime motive of organizations to adopt CSR activities 7. “Good Books” of all the stakeholders and avoid litigation H0: To be in the “Good Books” of all the stakeholders and avoid litigation is not the prime motive of organizations to adopt CSR activities H1: To be in the “Good Books” of all the stakeholders and avoid litigation is the prime motive of organizations to adopt CSR activities 8. Hierarchal position H0: There is a significant relationship between hierarchal position and consideration of CSR as a recruitment tool. H1: There is a significant relationship between hierarchal position and consideration of CSR as a recruitment tool. http://www.iaeme.com/IJM/index.asp 158 editor@iaeme.com
Strategically Leveraging CSR as A Recruitment Tool To Enhance Organizational Attractiveness” -A Survey of It Professionals of Gujarat RESEARCH METHODOLOGY Research Design: Descriptive Source of Data: Secondary (Articles, Research Papers, Thesis) and Primary (Questionnaire) Data Collection Method and Instrument: Survey/Questionnaire by personal/telephonic/mail interview Sampling Plan: Sampling Frame: Gujarat Sampling Size: 100 Sampling Unit: Working professionals of IT companies in Gujarat Sampling Method: Convenient / Snowball ANALYSIS A. RESPONDENTS’ CHARACTERIZATION The respondents approached for the data collection are professionals working in varied IT firms in Gujarat, ranging from MNCs like TCS (5%), Wipro (10%), and Oracle (4%) to somewhat less well-known but well-established firms. Majority of the respondents (57%) are of age less than 25 years. These are the persons who are aware of the trend of being socially responsible. Majority of the respondents perceive that CSR is necessary (33%) and beneficial (33%), while some others perceive it as a voluntary initiative (28%) by the organizations. Only few of the respondents believe that it is compulsory (8%). The perception of an organizations’ CSR initiative is also dependent on their hierarchal position in the organization structure. 59% of the respondents belong to the middle level, 34% to the lower level and only 7% to the top level. Family income is also a crucial parameter as it provides an insight of the financial needs, standard of living and urgency of grabbing a job for the potential employment-seekers. Majority of the respondents (40%) belong to the middle-class family with an annual income of ₹ 1, 50, 000 to ₹ 3, 00, 000. B. HYPOTHESIS TESTING 1. Hypothesis under Scrutiny: There is a significant relationship between the perceived organizational attributes based on signaling theory, through CSR activities and Organizational Attractiveness. Variables for testing the Hypothesis: Considered “Best Employers”, having the best brains, good work environment, good employer-employee relation, ethical, financially stable, offer better opportunities for advancements, involving in employee & family welfare programs for its employees, positive treatment to women and minority. Analysis & Interpretation: Out of all the variables listed above, that support signaling theory, “Best Employers” has the highest mean of 3.74 with a standard deviation of 0.981. These values suggest that majority of the respondents perceive that the employers who undertake CSR activities are “Best Employers”. 72% respondents have affirmed this positive signal to the Employer attribute. Through scrutinizing the data, it can be observed that majority of the means are around 3-4, with more skewed towards 4. So, it can be derived that all these variables “signals” positive-ness of the organization, thereby enhancing Organizational Attractiveness. To quantify the quantitative impact of each of these variables among themselves, correlation analysis http://www.iaeme.com/IJM/index.asp 159 editor@iaeme.com
Kirti Makwana and Dr. Govind Dave was used. It could be derived from the correlation matrix that a high degree of positive correlation exists between “Good Work Environment” and “Good Employer- Employee Relation. This depicts that improvement in the Work Environment will have a direct and positive impact on Employer-Employee Relations. The high degree of correlation suggests that Best Employers are able to attract and retain Best Brains through employee welfare and good work environment. The results of Factor Analysis (Principal Component Analysis) suggest that the employers that conduct/promote CSR activities are considered as Best Employers which in turn signal higher Organizational Attractiveness. The regression analysis was used to quantify the contribution of signaling theory to organizational attractiveness. The value of the coefficient of determination (R2) suggest that the variables of signaling theory contribute 30.5% to the organizational attractiveness. It is observed that the value of F-Significance (.000) is less than the level of significance (0.05). Thus, the null hypothesis can be rejected and alternative hypothesis is proved. So, there is a significant relationship between the perceived organizational attributes based on signaling theory, through CSR activities and Organizational Attractiveness. 2. Hypothesis under Scrutiny: There is a significant relationship between the organizational pride/prestige based on social identity theory, through CSR activities and Organizational Variables for testing the Hypothesis: For enhancing corporate reputation; Organizational prestige; considered to have good reputation in market, best brains, involved in employee and family welfare activities; positive treatment to women and minority; celebrity endorsement; Motive behind CSR: development of Society, Sustainable Development, promote corporate image, employee satisfaction, be in “Good Books”; Ultimate beneficiaries: Society, Employee. Analysis & Interpretation: The negative skewness observed in majority of the variables, for social identity theory, suggest that there are mixed reviews about the validity of this theory and most of the responses vary between Disagree to Neutral. This can also be observed from the values of mean. There is a highest degree of correlation exist between conducting CSR activities with the motive of development of the society as well as contribution to the sustainable development. The result of Factor Analysis (Principal Component Analysis) indicates that the organization conducting CSR activities have Good Reputation in the market, thereby contributing to social identity theory. The regression analysis was used to quantify the contribution of social identity theory to organizational attractiveness. The value of the coefficient of determination (R2) suggests that the variables of social identity theory contribute 28.3% to the organizational attractiveness. It is observed that the value of F- Significance (.019) is more than the level of significance (0.05). Thus, the null hypothesis can be accepted. There is no significant relationship between the organizational pride/prestige based on social identity theory, through CSR activities and Organizational Attractiveness. 3. Hypothesis under Scrutiny: CSR activities significantly improves corporate reputation, thereby, enhancing organizational attractiveness Variables for testing the Hypothesis: Main benefit: enhancing corporate reputation, improving relations with suppliers, institutions, donors, community; considered to have good reputation in market; motive: promote corporate image, benefit in relationship with institution finance and community. Analysis & Interpretation: The mean values for all the variables range from 3-4, majority of them more towards 4, that is, “Agree”. Hence it can be depicted that http://www.iaeme.com/IJM/index.asp 160 editor@iaeme.com
Strategically Leveraging CSR as A Recruitment Tool To Enhance Organizational Attractiveness” -A Survey of It Professionals of Gujarat majority of respondents agree to the view that CSR activities can improve corporate reputation, and subsequently organizational attractiveness. There is a high degree of correlation between benefit derived by CSR on enhancing Corporate Reputation and the motive of CSR activity to promote corporate image. Thus, it can be deduced that CSR activities significantly improve Corporate Reputation, thereby, enhancing organizational attractiveness. So, CSR activities significantly improves corporate reputation, thereby, enhancing organizational attractiveness 4. Hypothesis under Scrutiny: Policy towards employees plays a significant role in enhancing organizational attractiveness Variables for testing the Hypothesis: Significant Area of CSR: Policy towards employees, Benefit: To strengthen the sense of employees; considered to have good employer-employee relation, better opportunities for advancements, involving in employee welfare activities. Analysis & Interpretation: The highest mean value of “Sense of employee” suggest that majority of respondents perceive this benefit as significant in improving organizational attractiveness. The highest degree of correlation between “Advancement opportunities” and “Employee Welfare Activities” suggest that these two areas are of prime importance, under employee policy and carry significant share in improving the organizational attractiveness. The regression analysis suggests that the contribution of policies towards employees to enhance organizational attractiveness accounts to 20.7%. The value of F-Significance is less than level of significance. So, null hypothesis should be rejected and alternate hypothesis holds true. Hence, the policy towards employees plays a significant role in enhancing Organizational Attractiveness. 5. Hypothesis under Scrutiny: There is a significant relationship between consideration of CSR and the number of job options available with the employee. Analysis & Interpretation: The negative value of correlation suggests that when respondents have fewer options, their emphasis on CSR activities is reduced. The value of F-Significance is greater than the level of significance. This indicates that when there are less job options, respondents will not emphasis on CSR activities. 6. Hypothesis under Scrutiny: To promote corporate image is the prime motive of organizations to adopt CSR activities Analysis & Interpretation: The weak correlation indicates that promoting corporate image is not the prime motive of organizations to adopt CSR activities. This is also reflected in the results derived from regression analysis with coefficient of determination of 3%. Even the value of F-significance is higher that the level of significance. Thus, the null hypothesis can be accepted that promoting corporate image is not the prime motive of CSR activities. 7. Hypothesis under Scrutiny: To be in the “Good Books” of all the stakeholders and avoid litigation is the prime motive of organizations to adopt CSR activities. Analysis & Interpretation: The weak correlation indicates that staying in “Good Books” is not the prime motive of organizations to adopt CSR activities. This is also evident from the value of coefficient of determination and F-significance that is greater than alpha, thereby accepting the null hypothesis. Hence, to be in the “Good Books” of all the stakeholders and avoid litigation is not the prime motive of organizations to adopt CSR activities. http://www.iaeme.com/IJM/index.asp 161 editor@iaeme.com
Kirti Makwana and Dr. Govind Dave 8. Hypothesis under Scrutiny: There is a significant relationship between hierarchal position and consideration of CSR as a recruitment tool. Analysis & Interpretation: There is a Weak correlation between hierarchal position and consideration of CSR as a recruitment tool. This is also reflected from low value of coefficient of determination (2%). The value of F-Significance is greater than alpha. Thus, the null hypothesis is accepted. So, there is no significant relationship between hierarchal position and consideration of CSR as a recruitment tool. CONCLUSION The present research assesses the effectiveness of strategically leveraging CSR as a recruitment tool to enhance Organizational Attractiveness. The findings indicate that this tool as a profound potential for solving the prime issue faced by the organizations, attracting and retaining talented workforce. The data derived, and subsequent analysis, suggest that Signaling theory effectively contributes in enhancing Organizational Attractiveness, whereas Social Identity Theory, for the selected set of respondents appear to be less appealing. The number of job options available, hierarchal position and corporate reputation that appeared to be significant factors while studying the literature, did not turn up to be significant for this research. This can be attributed to a plethora of extraneous variables, which are beyond the scope of the present study. It can be depicted from the results that policy towards employees, is what a potential job-seeker will look for. Policy towards employees, employee welfare programs, relationship between employer and employee are the prime areas that an organization should focus while leveraging its CSR activities to increase organizational attractiveness. Thus, the organizations seeking to recruit from a diverse applicant pool should aim at balancing stakeholder interest as well as organizations well-being by positioning their CSR initiatives strategically. PRACTICAL IMPLICATIONS & SUGGESTIONS The present research proves that CSR can be an effective recruitment tool. The strategy-makers and top management can use this novel concept to improve their organizational attractiveness. They need to broaden their horizons, think out-of-the- box and realize the significance of this tool. Not just a “Philanthropic” activity, CSR should be viewed from a strategic perspective to lure the talent, have competitive advantage and move a step ahead towards Sustainable Development. REFERENCES [1] ADETUNJI, O. J., & OGBONNA, I. G. (2013, June). Corporate Social Responsibility as a Recruitment Strategy by Organisations. International Review of Management and Business Research, 2(2), 313–319. Retrieved from www.irmbrjournal.com [2] Aggerholm, H. K., Andersen, S. E., & Thomsen, C. (2011). Conceptualizing employer branding in sustainable organisations. Corporate Communications: An International Journal, 16(2), 105–123. DOI: 10.1108/13563281111141642 [3] Albinger, H. S., & Freeman, S. f. (2000). Corporate Social Performance and Attractiveness as an Employer to Different Job Seeking Populations. Journal of Business Ethics, 28, 243–253. [4] Alfaro-Barrantes, P. (2012). Examining The Relationship Between Employees' Perceptions Of And Attitudes Toward Corporate Social Responsibility And http://www.iaeme.com/IJM/index.asp 162 editor@iaeme.com
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