The Impact Of Corporate Social Responsibility And Hrm Practices On Employee Performance

Abstract

This Paper Aims To Look Into And Illuminate Some Key Features Of The Connection Between Corporate Social Responsibility (Csr), Hrm Practices, And Employee Performance With Scrupulous Indication To Private Universities In Malaysia. A Quantitative Approach Is Used, With A Questionnaire Survey Of Key Workers (Hod) From A Sample Of Universities As The Methodology. The Study Analyzed The 210 University Employees’ Data And Establishes A Positive Significant Relationship Between Csr, Hrm Practices, And Employee Performance. Structured Equation Modeling Methods Are Used To Analyze The Data Obtained. The Findings Back Up The Claim That Csr And Hrm Activities Have A Direct And Positive Impact On Employee Efficiency. These Effects Are Present In All Of Csr's Core Dimensions Especially Societal And Environmental. The Conclusion Contributes To A Better Understanding Of The Potential Benefits Of Csr And Hrm In Universities Outside Of The Developed World, As Well As Making A Realistic Impact By Assisting Decision-Making. There Have Been Few Studies Of These Two In Developing Countries As A Whole, And Malaysia Has Been Identified As An Emerging Foreign Destination With Significant Potential. As A Result, New Insights Into Attitudes Toward Csr And Its Effects Are Available.