RESOURCES
RESOURCES: PAPERS & PRESENTATIONS
| Author : | Kelsy Hejjas, Caroline Scarles & Graham Miller |
|---|---|
| School/Work Place : | University of Surry, UK |
| Contact : | k.hejjas@surrey.ac.uk |
| Year : | 2016 |
As
the duties and behaviour of organizations within the tourism industry evolve to
accommodate expectations of pro-sustainable business change, so too does the
role and responsibility of employees within these organisations. As key actors
in facilitating pro-sustainable behaviour change, it becomes increasingly
important to explore employee understanding and engagement in corporate social
responsibility (CSR) activities. Carrying the main burden of responsibility for
implementing responsible corporate behaviour within the industry, the success
of CSR initiatives is largely dependent on employee support and willingness to
collaborate (Collier and Esteban, 2007). Furthermore, in addition to directly impacting
the sustainability implementation process, employee engagement in CSR practices
is linked to improved employee performance (Larson et al., 2008); commitment
(Rupp et al., 2006; Brammer et al., 2007); and employee-company identification
and fit (Berger et al., 2006; Collier and Esteban, 2007; Rodrigo and Arenas,
2008). Thus, employee engagement and CSR hold the potential to not only
influence the outcome of an organisation’s sustainability agenda but also to
positively impact the financial bottom line.
