Corporate implementation of socially controversial CSR initiatives: Implications for human resource management

Abstract An organization's success in recruiting, selecting, and retaining employees can be attributed, in part, to reactions to a firm's CSR activities. Today, organizations appear to be more frequently pursuing CSR initiatives that are related to social issues. Unlike CSR initiatives which are unrelated to social issues, those that are attached to social causes are more likely to be perceived as controversial. Consequently, how individuals view such actions can impact their perceptions of the firm and may lead to changes in individual behavior. Grounding this work in social identity theory, we explore the effect controversial CSR actions can have on HRM functions. The goal of this effort is to explore and delineate how this shift in CSR may alter the nature of the CSR-HRM relationship and to examine the potential implications for HRM practice. Future directions for research and HRM practice are discussed.