CSR and Job Seekers’ Organizational Attractiveness: A Perspective from Job Seekers in India

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Esrafil Ali, Prof. Biswajit Satpathy

Abstract

Several researchers have suggested that job seekers believe organization with strong Corporate Social Responsibility backgroundas a better opportunity for career growth and job options. At the same time, organizations also promote their CSR as a way to attract a large number of qualified workforces. CSR in simple terms means giving back to the society. It is about meeting the expectations of various stakeholders and fulfill the requirements of people, planet and profile at a large.The reputation and image of an organization is determined by its CSR practices which in turn emerge as a competitive advantage for organizations in future. An employer’s overall image and reputation is known to attract job seekers and its image pertaining to CSR practices has emerged as a competitive advantage for organizations in the future. The purpose of this study is to investigate the attitude of job seekers towards the influence of CSR in making a job choice decision. To explore the job seeker’s responses on CSR and its attractiveness for the job, we have administered survey to 215 students enrolled in senior level management courses at a large premier institutions and universities located in Sambalpur district of Western Odisha. The responses were collected on two important dimensions of CSR – ethical practices and environmental sustainability. The students who seek a new employment opportunity within next 12 months are considered for the study. The responses were measured using 5-point Likert Scale. The SPSS software is used to analyze the data. Further, the data is made usable for AMOS. On the basis of the data collected, a model has been developed and in the present study, Structure Equation Modeling analysis was applied to test the model, that is, how well the data fit the proposed model.The findings demonstrated how CSR acts as an attractive feature for influencing potential job seekers. 

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