Organizational leaders can make corporate social responsibility

Organizational leaders can make corporate social responsibility

Completing this assignmentwill allow you to develop your skills in selecting the right coding strategy for your study approach and in reporting the appropriate codes and categories for your study. In this Assignment, you will:Submit the following:

An Analysis Plan which include steps based on the research question, chosen approach, and sampling criteria.

• A summary of the codes and categories you identified in your transcribed documents
• A 2- to 3-page paper comparing your hand-coding experience with what you researched on QDA software

You will need to have completed all 3 tasks in order to be eligible for full credit on this Assignment.

Note

The tutor will provide a robust analysis plan based on all the criteria in the question. 

The tutor will also identify the codes and categories in the transcribed document. 

The following are websites where you may find examples of QDA software:

Predictive Analysis Today. (2016a). Top 15 qualitative data analysis software. Retrieved from http://www.predictiveanalyticstoday.com/top-qualitative-data-analysis-software/

Predictive Analysis Today. (2016b). Top 21 free qualitative data analysis software. Retrieved from http://www.predictiveanalyticstoday.com/top-free-qualitative-data-analysis-software/

Walden University Center for Research Quality. (n.d.). Collect and manage data. Retrieved May 6, 2021, from https://academicguides.waldenu.edu/research-center/student-research/collect-manage-data

Transcribed Document

Mode of interview: face to face audio recording

Research approach: Qualitative research

Title of research: Corporate social responsibility: Implications for leadership

Research question: RQ1.  How have Corporate Social Responsibility approaches impacted small business enterprise leadership performance?

 RQ2.  What is the role of Corporate Social Responsibility approaches in the performance of small business enterprises?

Sampling: Managers of SMEs

Transcribed Document

Interview 1

Interviewer:How can leaders make CSR initiatives execution successful?

Participant:Organizational leaders can make corporate social responsibility initiatives execution successful by measuring the return on investments of the CSR efforts beforehand for the investors. The execution of CSR initiatives must be made by keeping in mind that each of the efforts is directly tied to the bottom line of the company such as activities that drive the cost savings, new acquisition of customers as well as raising brand awareness. I also think that execution can be made successful by sharing the decisions relating to CSR initiatives with the employees such that they can feel proud about the leader's initiatives and remain constantly motivated and engaged with the organization.

Interviewer:What has been your organization's pledge to CSR?

Participant:Corporate social responsibility comes in a number of forms. My organization’s pledge to CSR is to reduce the carbon footprints from the environment, improve the labor policies and participate in fair trade. We engage in charitable giving and volunteering to support the community as a wider society are some of the other core areas of corporate social responsibility of my organization.

Interviewer:What plans have you added to your organizations' CSR initiatives?

Participant:I planned that my organization’s corporate social responsibility initiatives must also localize its efforts. My current organization is a global company along with a global corporate social responsibility campaign. In order to enhance the effectiveness of CSR initiatives of the organization, I think that my organization must also participate in providing support to the local communities such as small education and training programs for the local children, arranging food and beverages for the homeless and poor children and engage in talent management initiatives to provide training to the local youth such that they can develop professionally and get employment.

Interviewer:What kinds of obstacles have you faced when implementing the CSR program?

Participant:While implementing the CSR Programs, I faced some of the most common obstacles such as the lack of resources comprising of financial resources, human capital, expertise as well as knowledge of the employees to support the CSR program.

Interviewer:How have you surmounted barriers with CSR program execution?

Participant:The implementation and execution of the CSR program requires profound changes in the organization’s routine, structure, andbehavior of the employees. In order to overcome the barriers with the CSR program execution, I maintain transparency and disclosure to all the internal and external stakeholders such as the consumers, suppliers, team members, investors as well as the local community. Another major problem in the implementation of the CSR program is the lack of organizations financial resources. In this context, I assessed the resources of my organization comprising of finances, human capital, expertise,and knowledge to implement and execute the CSR program successfully.

Interviewer:What performance markers have your organization used to determine CSR efficiency?

Participant:In order to determine the efficiency of corporate social responsibility, I used key performance indicators as a performance marker. I set some performance indicators and variables based on the following areas of CSR and included them in the CSR performance reporting for measuring CSR efficiency. The performance variables and indicators used as performance markers are perspectives of the employees, social contributions, strategic partners quantity of waste generated by the organization and its greenhouse gas emissions, and social policies followed.

Interviewer:What procedures or structures have you employed to oversee CSR programs?

Participant:In order to oversee the CSR programs, I carried out regular CSR Assessments as this helpsto identify the loopholes and potential opportunities within the CSR programs. These assessments also help me in improving the decision-making process and also acts as a reminder of the legal obligations within the business practices of the organization. In order to oversee the CSR programs, I assembled a CSR leadership team for the assessment of the CSR activities of the organization. I also identified the legal requirements for the program and engage with the key stakeholders of the organization regularly. The CSR leadership team also helps me to review the proper documents of the CSR processes and their outreach and present it on the company's website to promote the company's success in the contextof CSR initiatives.

Interviewer:What methods have you applied to develop an organizational culture that favors CSR?

Participant:Organizational culture is a crucial factor in the development of CSR programs and the achievement of the CSR goals and objectives of the organization. In this context, I have focused on the creation of a relationship-oriented culture within my organization that reflects the support of the employee's, promoting a feeling of togetherness by emphasizing cooperative participation and cohesion. Creating a favorable environment for CSR program development within the organization involved devising strategies to manage all the major corporate internal stakeholders of the organization.

Interviewer:What ideal resources have you utilized to execute CSR programs?

Participant: The ideal resources utilized is focusing on leadership level CSR programs in order to reflect what the purpose of the business is and what it does. I have also provided quality and in-depth information regarding the CSR programs as well as their benefits to the organization, the wider community, and all the major internal stakeholders of the company for its successful execution. Clear and transparent objectives attracted investors to provide funds in order to effectively execute the CSR programs and reap the long-term benefits as well as profits on the success of these programs. I also partner with the major experts in the industry to gain knowledge about the CSR initiatives and how they can optimize the business performance of the organization I am working with.

Interviewer: What more can you tell me about the CSR initiative operation that I did not ask?

Participant:One more aspect of CSR initiatives is that it will greatly help in the attraction of better talents from the global employee pool. One of the major reasons behind this is that employees love to work for and engage with organizations that show their level of commitment to the environment as well as the community. Therefore, these CSR initiative operations can greatly help my organization in better talent acquisition and remain equipped with a skilled workforce.

Interview 2

Interviewer:How can leaders make CSR initiatives execution successful?

Participant:As executive leaders promote new vision and company culture with hands-on participation, they must be supported by high- and mid-level managers who are committed to making CSR vision a reality. Managers should take time to understand new CSR objectives and focus on fostering a culture of social responsibility among their employees. Establishing effective communication about expectations, best practices and progress is key in cultivating excitement and support of new policies.

Interviewer:What has been your organization's pledge to CSR?

Participant:We make monetary donations to deserving causes and pledge to donate a percentage of our earnings each year to charitable causes by partnering with a specific non-profit and sometimes take donation requests from all over. We are also invested in improving society and look for solutions that will assist in those improvements. We speak out against social injustice and policy changes that will negatively impact the environment.

Interviewer:What plans have you added to your organizations' CSR initiatives?

Participant:Believing in corporate social responsibility and in a particular goal and purpose and create a strategy to achieve it. Knowing our values and understanding how they come to life in the community where we operate. Localize our efforts to be more impactful. This builds trust, momentum, and consistency in our overall CSR initiatives.  Involvement at all levels of the organization to promote innovation. We encourage participation by all employees and provide employee-chosen rewards for funds raised or volunteer hours. When planning our CSR, we make sure understand the financial implications by tracking several key metrics, such as monetary outlay, stock prices, sales and production costs, and the return on your investment, whether it be impact on revenue, or measures like reputation, retention, or employee engagement.

Interviewer:What kinds of obstacles have you faced when implementing the CSR program?

Participant:Some of challenges we have faced when implementing CSR program include demand for transparency and disclosure, pressure from Investors, corporate culture, and differing priorities, and connecting CSR to the value chain and profitability.

Interviewer:How have you surmounted barriers with CSR program execution?

Participant:We surmounted barriers with CSR program execution by improving on the followings: ourknowledge and awareness, guidelines and coherent Strategies, project requirements, additional Costs, additional time requirements, support from top management, leadership Skills, training, communication with stakeholders.

Interviewer:What performance markers have your organization used to determine CSR efficiency?

Participant:The performance makers used to determine CSR efficiency include the following:

• Employee engagement (my issues with the term “engagement” aside),
• Client retention (another ugly word),
• Recruitment of new employees,
• Corporate reputation/goodwill,
• Building relationships with a number of key stakeholder groups (e.g., community leaders, clients, investors, partners)
• Growing revenue/profitability.
• People which focuses on the development of the community and adherence to fair labor practices
• Planet focused on the impact on the environment and what is being done to integrate sustainable environmental practices

Interviewer:What procedures or structures have you employed to oversee CSR programs?

Participant: We oversee our CSR programs by having a comprehensive reporting structure that is directly linked to the CEO. There is also the holistic approach that includes CSR and other CSR responsibilities in every employee’sjob description.Ongoing research to determine the effect of CSR policies from both internal and externalstakeholders when evaluating and measuring efforts.Holding the CEO and top management accountable for the implementation and results ofthe company’s CSR programs.Coupling the company’s standard measurement tools with a regular evaluation of traditionaland social media coverage about the company.Communicating about the company’s CSR efforts through social media platforms includingFacebook and Twitter in addition to posting information regularly on the company website.

Interviewer:What methods have you applied to develop an organizational culture that favors CSR?

Participant:Corporate social responsibility is a concept closely related to business ethics, corporate philanthropy, corporate citizenship, socially responsible investment, sustainability, and organizational culture. We adopted a task orientation and relationship orientation method, where employees accept the objectives and tasks, recognizing their role in achieving the general objectives of the organization of the CSR programs. The relationship orientation increases employees’ sense of belonging to a group, cohesion, participation, and cooperation between members of the organization CSR program.

Interviewer:What ideal resources have you utilized to execute CSR programs?

Participant: We developed an integrated CSR decision-making structure by Identify people or committees at the top levels of the company who will assume key CSR decision-making and oversight responsibilities.Ensure it is visible to all employees.Establish accountability throughout your organization.Designing and conducting CSR training. Establishing mechanisms for addressing problematic behavior.

Interviewer: What more can you tell me about the CSR initiative operation that I did not ask?

Participant: Our company is an integral part of the communities where we operate. Our success and continuous operations are based on continued good relations with a wide range of individuals, groups, and institutions. Our companyis increasingly well positioned to confront a wide range of social issues and are recognizing that actions in this area are increasingly scrutinized and publicized by consumers and the media. From employee well-being and local community development to major global issues, such as gender inequality, poverty, the spread of chronic diseases, human rights abuses, and high child mortality rates, addressing some of these topics is in the long-term self-interest of this business.

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