CORPORATE SOCIAL RESPONSIBILITY, MOTIVATION AND ORGANISATIONAL IDENTITY - FUNDAMENTALS FOR STABILITY IN UNCERTAIN TIMES
CORPORATE SOCIAL RESPONSIBILITY, MOTIVATION AND ORGANISATIONAL IDENTITY - FUNDAMENTALS FOR STABILITY IN UNCERTAIN TIMES

Summary/Abstract: In times of dynamic change, uncertainty, natural and political cataclysms there is a lot more scrutiny on our behaviour and the example we are being given by both people and organisation. Technological advances create an opportunity for improving how institutions work and implementing innovative approaches for recruitment, retention and development of the workforce. Conversely, individuals are increasingly aware of their unique identity and value, and have more nuanced demands for appreciation and opportunities from employers. This new environment imposes new challenges on management and shifts the patterns of the relationships between employer and employees, as well as those between institutions and individuals. To be even more attractive to potential employees, both public and private sector organisations turn to unconventional and innovative approaches and techniques for motivation. These activities are fast becoming the mainstay in the development and prosperity of every institution, company or non-government organisation. More intangible incentives are gaining share in the motivational policies of organisations, offering a better work-life balance, and addressing the individual‘s social responsibilities and personal values, primarily by way of the organisations themselves fast adopting new policies on social responsibility. Specifically, corporate social responsibility allows organisations to help address issues in areas such as climate change and the environment, urbanisation, extending education opportunities and advancing the development of people within the organisation. This paper analyses the state of corporate social responsibility by exploring key European legislation and national strategic documents in the area. The focus is on the good practices in place at various domestic or foreign institutions in either the public or private sectors. Personal motivation is also explored as a key element in executing socially responsible policies. The paper concludes that social responsibility is a key factor in keeping employees engaged and motivated.

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