民营企业雇主社会责任管理实证研究
|
摘要
社会对企业的期望在不断攀升,企业承担社会责任己经发展成为国际潮流。特别是企业对员工的社会责任,国际社会予以了高度的重视,如与之相关的SA8000,ISO26000等逐步出台,跨国公司迅速响应并得以推广执行。随着“用工荒”的普遍性与人口红利的逐步丧失,我国社会与企业也开始重视员工关系管理,如《劳动合同法》的出台与执行,民营企业人力资源管理开始走上制度化与规范化的道路。在此背景下,与员工相关的责任管理问题,受关注的范围、层次与强度快速升级,如何合理分配与解决企业与社会所应当承担的员工责任问题,民营企业又应如何管理相关责任,成为迫切需要深入研究的理论问题。然而,股东与其他相关者的利益冲突也日益凸显,各利益主体的期望的相关性低,“责任”与“责任”之间往往不相容的。例如,国内外对劳资关系的研究与实践存在较大的争议,相关学科间的理论基础与立场不一,缺乏统一有效的解决机制。
近年来,有学者基于企业社会责任(CSR)与利益相关者理论,开始从综合的角度研究劳资之间的关系,提出了基于员工视角的企业社会责任理论。已有研究大致可分为三类:规范性研究、实证性研究和对策性研。对这一议题所涉及的相关术语较多,有“企业员工社会责任”;“基于员工视角的企业社会责任”等10多种,众多的术语不但不统一,还易于产生误解。在回顾相关理论的基础上,本文首先提出“雇主社会责任”一词,试图厘清目前理论上的术语混乱。它指的是企业作为雇主,应当对其最重要的内部利益相关者——员工承担相应的社会责任,其核心是要兼顾员工与企业的利益诉求。它超越法律层次的雇主责任,还包括道德与伦理等责任,它要求企业基于员工需求,实施人本管理,以实现员工权益、员工成长以及企业利益的共同发展。
如何实现共同发展的目标?需要解决的具体问题有:基于员工权益与成长的需求有哪些?不同发展阶段的民营企业应当如何满足员工的各种需求,承担哪些责任,承担这些责任与员工行为、员工态度以及组织绩效间的关系如何,怎样管理?本文结合理论研究与实证研究的方法,试图回答上述问题。主要研究工作有:
(1)以企业社会责任为基础,综合人力资源管理(HRM)与劳动关系(IR)等学科关于企业与社会对员工的责任进行分析,提出具体的理论分析框架。
借助于2007全球金融危机以来宏观数据,分析了国有企业相对于民营企业在金融危机期间的优异绩效表现中的员工关系管理因素。借鉴国有企业员工关系管理的经验,结合系统管理理论与战略社会责任理论,提出民营企业获得责任竞争力的路径与策略。即全文的理论分析框架:民营企业与外部的社区环境实现良性互动(被动责任),积极地履行内部利益相关者责任(主动责任),只有建立在此二者基础上竞争力,企业才能更好地承担中间责任(包括消费者、外部资本与人才等其他利益相关者的责任),以吸引中间流动性要素的流入,实现良性循环的可持续竞争优势。
(2)通过相对科学的方法探索相关测量量表,借助于实地访谈和网络问卷调查等方式,以获取了较为翔实的实证资料。
以全国范围内28省的110个市县的1145名民营企业员工为研究对象,进行了8个多月的实地调研。由于缺乏基于CSR的现行的、能够兼顾HR与IR的指标体系与员工需求量表可供参考。本文首先要编制测量量表,对1家企业的HR管理人员与员工、6所高校的9名专业研究人员进行了深度访谈,通过专家评定,设计了初步的调研问卷。其次,再进行了两轮问卷设计和调查,其中问卷A的有效问卷89份,问卷B有效问卷754份。A问卷是借助员工认知、提取主因子、所设计的影响因素——责任行为——影响结果的综合初始量表,B问卷是用于大规模调研并验证量表的信度与效度,构建结构方程的最终问卷。这些都为本研究的实证分析提供了翔实的一手资料。
(3)运用结构方程模型等分析雇主社会责任的逻辑特征。结合理论框架与经验数据,本文运用因子分析、结构方程模型、博弈论等对雇主社会责任进行综合分析,得出以下主要结论:
第一、雇主社会责任行为与组织绩效间的关系说明,民营企业承担雇主社会责任应当基于生命周期。对于民营中小企业,她们大部分处于生命周期的初始阶段或成长阶段,应当把组织竞争力作为第一目标。解决“用工荒”等人才不足问题,可以通过满足员工的成就需要与基本保障需要,运用“待遇留人”与“环境留人”,以及在此基础上的“事业留人”等策略。对于民营大中型企业,她们大都处于生命周期的成熟阶段。承担雇主社会责任,以保障企业可持续发展的长期竞争力,应当兼顾员工KSA、组织气氛与组织竞争力等目标。大中型民营企业不但要满足员工的基本保障需要与成就需要,还应当重视员工的家庭需要与公平公正等需要。这结论也检验了我国民营企业员工的需要层次。
第二、雇主社会责任在影响因素与组织绩效间的中介现象,印证了今天中国民营企业喜欢承担高层次责任的现实。从总体上看,作为中介变量,雇主社会责任在前因变量与结果变量间的中介作用不明显。特别在目前比较盛行结果(目标)导向管理的企业中,民营企业是否承担雇主社会责任,主要取决于企业的竞争力等结果变量。而存在的唯一有效的中介效应是承担社会公平公正责任有利于改善组织气氛,换句话说,为了改善组织的气氛,民营企业可以通过承担公正与公平的责任来实现。这解释了组织气氛不良的中国民营企业为什么喜欢做慈善事业、捐款、招聘弱势个体,善待被歧视的群体,并加以宣传与推广的现象。因为,在没有把雇主社会责任融入企业经营环节的观念、没有对组织内部员工承担基本的保障责任的时候,承担公正责任在短期内能快速提升员工对组织的认可,实现改善组织气氛的功效。
第三、基于和谐员工关系管理的雇主社会责任管理目标、要借鉴多元理论的不同结论。员工关系管理相关的理论研究主要集中于HRM与东方管理理论两方面。但对于绝大部分民营中小企业来说,往往都只做了一些简化的工作,容易陷入管理误区。强调HRM却只注重招聘与薪酬考核等制度化管理,导致过于强调企业的规章制度、扼杀了文化的兼容性、挫伤了员工的积极性;强调传统文化管理却只关注“人际关系”对企业表层现象的影响,把员工关系管理工作等同于凭人际经验与技巧等,处理人际关系,就事论事,致使传统文化的放射功能不强,员工价值观混乱。本文的经验数据也论证了通过组织内关系策略对组织气氛与组织竞争力没有直接的影响作用。因此,科学有效的员工关系管理应当是HRM与传统文化在企业管理过程中的一定程度(基于情境)的结合。
第四、和谐的企业员工关系建设不仅取决于劳资双方及其行为选择,也需要外部相关机制的完善。雇主社会责任的国内实现有待于企业HR部门的能力与付出。但现有民营企业内部治理机制更多地只能解决或满足员工成就需要与基本保障需要责任。而对于大部分民营企业,只有提升了竞争力,或把组织目标定位于组织气氛时,才会关注家庭需要与组织的公平与公正需要的责任。这对于中国大部分民营企业是很难实现的,要满足员工的家庭需要与公正需要责任,要借助于外部治理机制来共同实现。而企业的经济利益才是使企业承担社会责任的根本动因,应当通过建立社会保障体制,配合外部的法律机制与市场机制加强对组织公平与公正责任的承担;引导与建设员工的社会良性网络,推动企业建立支持型的组织文化,实现员工的家庭与工作平衡。
论文的创新点主要集中在以下几个方面:
(1)提出“雇主社会责任”概念,构建了责任竞争力的分析框架。民营企业通过承担相应的雇主社会责任,其竞争力将得到极大的提升。企业责任与竞争力之间不止是加法的关系,而将是几何级数的关系,未来企业的竞争力必将来源于社会责任,特别是对员工的社会责任。我国企业特别是民营企业在承担社会责任方面具有较大的盲目性与非理性。首先,没有分清企业所应承担的最紧迫的责任是什么,对于不同的责任,有些是主动的,如经济责任等,有些是被动的,如法律责任等,由于企业缺乏战略规划与理性分析,导致相关责任都变成了被动责任。其次,企业缺乏合适的责任标准,往往盲目套搬外部的现成指标,如SA8000,员工满意度等,相关的指标有些是被动的,也有是主动的。如何区分与整合,并制定与企业实际相关的指标体系与管理策略,成为本文的重点与创新点。
(2)基于员工需求的全国范围内的实地调研,把研究落到实处。已有研究更多的是一种规范研究,缺乏系统实证分析使责任管理策略失去了必要的研究基础。本文通过对全国范围内民营企业员工的调查,在了解员工需求的基础上,分析影响员工行为与组织绩效的责任因素,设计相应的管理策略与机制。
(3)提炼出雇主社会责任的四大因子,做出了组织内关系需要责任是一个结果变量的判断。通过经济数据所获得的基于员工认知的雇主社会责任包含五大因子,即满足员工的基本保障、成就需要、家庭与工作平衡需要、公平公正的需要以及组织内关系需要的责任。结构方程模型显示,前四个因素对组织绩效关系显著,组织内关系因子与组织绩效变量的关系不显著。本文因此认为要提升组织绩效,需要改善组织气氛,但不应该把改善关系当作一种雇主责任策略行为,从而否定了许多民营企业的类似的关系管理行为(把结果变量当作行为变量)。雇主无法通过处理好组织内关系去改善组织气氛,也没有必要为了关系融洽而特意去处理好组织内相关关系,雇主承担了员工的四大社会责任,是最好的组织内关系策略,能实现组织气氛的融洽。
The expectations of Society for enterprise are rising, and corporate social responsibility(CSR) has become an international trend. The international communities pay much attention to CSR especially for employee. Some rules such as ISO26000 and SA8000 are established and multinationals response quickly and promote the implementation. With the shortage of labor and losing of demographic dividend, Chinese society and enterprises also pay great attentions to employee relations management. Labor contract law is established and implemented. Private enterprise HRM is institutionalized and standardized gradually. Such being the case, the work related to employee responsibility management is receiving attention of broader scope, higher level, and more intensity than ever before. How to distribute and solve the employees responsibility between society and enterprise, how to management relevant responsibility of private enterprise, become an urgent theory problem for further studying.However, the interest conflict between shareholder and other stockholders is also growing, and the relevance of the various interests is insignificant, which lead to a mutual exclusion among many responsibilities. For example, there is much disputation for researches and practices on relations between employee and employer, is no uniform theoretical basis and standpoint among the related subjects, which lead to be lack of unity and effective resolve mechanism.
Many scholars have begun to study labor relations based on CSR and stakeholder theories comprehensively in recent years. They bring forward CSR theory on the perspective of employee. On the whole, the existed researches can be classified into three categories. They are normal, descriptive/empirical, and strategic. There are many terms on the same subject such as corporate employee social responsibility, CSR based on employee perspective, and other ten more, which is uniform and liable to misunderstand. Learning from the theory of CSR, the paper put forward a new term—Employer Social Responsibility(ESR) firstly, to clarified the terms of the malfunction. That is as an employer, corporate should be responsible for its most important inner stakeholders—employee. The key of the ESR is to take into account the interests of employee and enterprise. ESR is beyond the employer law responsibilities, including moral and ethical responsibility etc. ESR is based on employee needs, carry out humanism management to achieve employee rights, which can realize a synergy development of employee right and business interests.
We need to be sure of following questions to realize the synergy development object. What is the employee needs based on their rights and development? How to satisfy the employee and what responsibility should be taken by different stages private enterprise? How about relationships among ESR and employee behaviors and attitudes and enterprise performance? How to management the responsibility? The paper tries to answer questions above integrating normative and empirical analysis process. The following three parts are the main work of the paper.
(1)The paper bring forward framework theory by integrating HRM and IR analysis of social and employer social responsibility based on CSR. Based on macro-data of 2007 global financial crisis, the paper analysis the employee relations management factors of state-owned enterprises better performance than private enterprise during financial crisis. Learning from state-owned enterprises employee management experience, and the system management theory and strategic CSR theory, the paper put forward an analysis framework. That is private enterprise should undertake the inner-active responsibility to strengthen outer-medium responsibility ability, in order to get outer-medium factors inflow, to get the mechanism and path of
responsible competitiveness and sustainable development. (2) Getting a questionnaire by scientific method, obtaining adequate data by depth interviews and questionnaires.
We do an 8 months on-site investigation about 1145 private enterprise employees from 110 towns in 28 provinces national wide. Because of lack of present employee questionnaires based on CSR which can integrate HR and IR, the paper must make a questionnaire firstly. A HR director and many employees of 1 private enterprise, and 9 scholars form 6 universities were investigated. We design a preliminary questionnaires by experts assesses. Second, another two rounds of questionnaire were designed. A questionnaire got 89 valid questionnaires by network. B questionnaire got 754 valid questionnaires by network and on spot. A questionnaire is an initial survey extracted from employee feeling, including the main factor were designed about the responsibility behaviors, and the link among influencing factor and ESR its results. B questionnaire is the final questionnaire to large scale investigation, to test the reliability and validity, to construct SEM. So we also test need-hierarchy theory of Chinese private enterprise employee.
(3) Revealing the logic characteristics of ESR by empirical analysis. Based on normative analysis and experience data,the paper uses Factor Analysis, SEM,Game Theory to analyze ESR. Main conclusions are as follows.
First, the link between ESR and organizations performance indicates that private enterprise ESR behaviors should base on the life cycle. For private SME, most of them are in their initial stage of life cycle, should take organization competitiveness into account firstly. Employee achievement and basic needs should be met to attract labor talent by adopted treatment and environment and career strategy. For private large and medium-sized enterprises, most of them are in their mature stage of life cycle, should take employee KSA and corporate atmosphere and organization competitive into account. Not only Employee achievement and basic needs, but their work-family balance and fair and equity should be met to achieve sustainable development.
Second, the ESR mediation effect between influencing factors and organization performance confirmed that private enterprise preferred to take higher level responsibility. As a mediation variable, ESR is un-notable. Especially in those private enterprises take result as their management oriented. Whether they undertake ESR or not depends on the result variable such as competitiveness. The only notable effect can be found in fair & equity responsibility and corporate atmosphere. In other words, private enterprise can undertake fair & equity responsibility to improve corporate atmosphere. It can explain why some private enterprises prefer to do some charity, contributions, recruit some vulnerable individuals and be kind to discriminated groups when their atmosphere are strained. Because undertaking fair & equity responsibility can improve employee approval for organization and improve its atmosphere as well in short term, when private enterprise don’t undertake employee basic responsibility and can’t integrate ESR into its daily management.
Third, the aim of ESR management is to get harmonious relations between employer and employee, which should be learning from multiple theories and their different conclusions. The main employment relations theory research focused on RHM and oriental management. But for most of the private SME, they have done some simple work and often fall into management astray. Those emphasized on HRM, who only pay attention to institutional management of recruitment and compensation assessment. Too much institution must weaken culture compatibility and employee enthusiasm. Those emphasized on oriental management, who only pay attention to traditional culture function to enterprise management. They often take employee management as ties management by means of personal experience and skills, which weaken the functions of traditional culture and employee values. The experience data has test that intraorganizational relationship management has no direct impact on corporate atmosphere and competitive. Consequently, the effective management of employment relations should integrate HRM with traditional culture based on contextual. Fourth, Harmonious employment relationship depends on not only the behavior of employee and employer, but also external social mechanism. The implementation of ESR is up for HR ability and contribution. However, the internal governance mechanisms of most private enterprise can only meet employees’achievement and basic needs. For most of private enterprise, they could meet employees’family and fair & equity needs, when they competitiveness had been promoted, or when they set their goal at corporate atmosphere. It is inconsequent nowadays. To meet employees’family and fair & equity needs need external mechanisms. However, the economic benefit is the fundamental reason for enterprise to undertake responsibility. Social security system must be established, which works together with legal system and market mechanism to promote the enterprise to undertake fair & equity responsibility ; social networks should be led and constructed, which works together with supportive enterprises culture to realize employees’work-family balance.
The innovation and unique points are shown below:
(1) Putting forward the concept of ESR and constructing a responsible competitive analysis framework. Private enterprise competitiveness should be promoted sharply by undertaking corresponding ESR. The link between responsibility and competitive is more than an addition. It will be a geometric progression. Competitiveness should be derived from CSR especial ESR in the future.
Undertaking ESR of Chinese enterprises particularly in private enterprise is blindness and irrational. Firstly, there is no idea about what responsibility is the most urgent. There are many responsibility for the enterprise, some of them are active, such as the economic responsibilities, the other are passive, such as the legal responsibilities. Lack of strategic and intellectual analysis would turn active responsibility to into passive responsibility.
Secondly, private enterprise has to copy external index mechanically because of the lack of suitable responsibility performance index such as sa8000 and employee satisfaction. Some of the relevant indexes are passive, the other are active. How to integrate the responsibility and indexes system and to make management strategies is become the focus and innovation of the paper. (2) A nationwide on-spot investigation based on individual needs makes the research more concrete. Much of the present research is normal. Lack of systematically empirical research makes the responsibility management more abstract. Based on private enterprises workplace survey across the country, the paper studies Chinese private enterprises’best responsibility practices of workplace and employment relations management strategies based on employee needs.
(3) Making four factors as the ESR abstract, and taking intraorganizational relationship as an outcome variable. The experience data based on employee perception suggests that ESR should have 5 factors, that is meeting employee basic security, achievements, the word-family balanced, fair & equity and intraorganizational relationship needs responsibilities. The structure equation model (SEM) shows that the link between first four factors and corporate performance is notable, while the intraorganizational relationship and corporate performance is not notable. Therefore we suggest that promotion organizations performance should improve organization atmosphere. But we won’t take it as an responsibility behavior, and denied the similar relationship management behavior in many private enterprise. Neither need for employer to handle intraorganizational relationship to improve atmosphere, nor they can do it. To undertake four social responsibilities is the best intraorganizational relationship strategy, which can realize harmonious organization atmosphere.
近年来,有学者基于企业社会责任(CSR)与利益相关者理论,开始从综合的角度研究劳资之间的关系,提出了基于员工视角的企业社会责任理论。已有研究大致可分为三类:规范性研究、实证性研究和对策性研。对这一议题所涉及的相关术语较多,有“企业员工社会责任”;“基于员工视角的企业社会责任”等10多种,众多的术语不但不统一,还易于产生误解。在回顾相关理论的基础上,本文首先提出“雇主社会责任”一词,试图厘清目前理论上的术语混乱。它指的是企业作为雇主,应当对其最重要的内部利益相关者——员工承担相应的社会责任,其核心是要兼顾员工与企业的利益诉求。它超越法律层次的雇主责任,还包括道德与伦理等责任,它要求企业基于员工需求,实施人本管理,以实现员工权益、员工成长以及企业利益的共同发展。
如何实现共同发展的目标?需要解决的具体问题有:基于员工权益与成长的需求有哪些?不同发展阶段的民营企业应当如何满足员工的各种需求,承担哪些责任,承担这些责任与员工行为、员工态度以及组织绩效间的关系如何,怎样管理?本文结合理论研究与实证研究的方法,试图回答上述问题。主要研究工作有:
(1)以企业社会责任为基础,综合人力资源管理(HRM)与劳动关系(IR)等学科关于企业与社会对员工的责任进行分析,提出具体的理论分析框架。
借助于2007全球金融危机以来宏观数据,分析了国有企业相对于民营企业在金融危机期间的优异绩效表现中的员工关系管理因素。借鉴国有企业员工关系管理的经验,结合系统管理理论与战略社会责任理论,提出民营企业获得责任竞争力的路径与策略。即全文的理论分析框架:民营企业与外部的社区环境实现良性互动(被动责任),积极地履行内部利益相关者责任(主动责任),只有建立在此二者基础上竞争力,企业才能更好地承担中间责任(包括消费者、外部资本与人才等其他利益相关者的责任),以吸引中间流动性要素的流入,实现良性循环的可持续竞争优势。
(2)通过相对科学的方法探索相关测量量表,借助于实地访谈和网络问卷调查等方式,以获取了较为翔实的实证资料。
以全国范围内28省的110个市县的1145名民营企业员工为研究对象,进行了8个多月的实地调研。由于缺乏基于CSR的现行的、能够兼顾HR与IR的指标体系与员工需求量表可供参考。本文首先要编制测量量表,对1家企业的HR管理人员与员工、6所高校的9名专业研究人员进行了深度访谈,通过专家评定,设计了初步的调研问卷。其次,再进行了两轮问卷设计和调查,其中问卷A的有效问卷89份,问卷B有效问卷754份。A问卷是借助员工认知、提取主因子、所设计的影响因素——责任行为——影响结果的综合初始量表,B问卷是用于大规模调研并验证量表的信度与效度,构建结构方程的最终问卷。这些都为本研究的实证分析提供了翔实的一手资料。
(3)运用结构方程模型等分析雇主社会责任的逻辑特征。结合理论框架与经验数据,本文运用因子分析、结构方程模型、博弈论等对雇主社会责任进行综合分析,得出以下主要结论:
第一、雇主社会责任行为与组织绩效间的关系说明,民营企业承担雇主社会责任应当基于生命周期。对于民营中小企业,她们大部分处于生命周期的初始阶段或成长阶段,应当把组织竞争力作为第一目标。解决“用工荒”等人才不足问题,可以通过满足员工的成就需要与基本保障需要,运用“待遇留人”与“环境留人”,以及在此基础上的“事业留人”等策略。对于民营大中型企业,她们大都处于生命周期的成熟阶段。承担雇主社会责任,以保障企业可持续发展的长期竞争力,应当兼顾员工KSA、组织气氛与组织竞争力等目标。大中型民营企业不但要满足员工的基本保障需要与成就需要,还应当重视员工的家庭需要与公平公正等需要。这结论也检验了我国民营企业员工的需要层次。
第二、雇主社会责任在影响因素与组织绩效间的中介现象,印证了今天中国民营企业喜欢承担高层次责任的现实。从总体上看,作为中介变量,雇主社会责任在前因变量与结果变量间的中介作用不明显。特别在目前比较盛行结果(目标)导向管理的企业中,民营企业是否承担雇主社会责任,主要取决于企业的竞争力等结果变量。而存在的唯一有效的中介效应是承担社会公平公正责任有利于改善组织气氛,换句话说,为了改善组织的气氛,民营企业可以通过承担公正与公平的责任来实现。这解释了组织气氛不良的中国民营企业为什么喜欢做慈善事业、捐款、招聘弱势个体,善待被歧视的群体,并加以宣传与推广的现象。因为,在没有把雇主社会责任融入企业经营环节的观念、没有对组织内部员工承担基本的保障责任的时候,承担公正责任在短期内能快速提升员工对组织的认可,实现改善组织气氛的功效。
第三、基于和谐员工关系管理的雇主社会责任管理目标、要借鉴多元理论的不同结论。员工关系管理相关的理论研究主要集中于HRM与东方管理理论两方面。但对于绝大部分民营中小企业来说,往往都只做了一些简化的工作,容易陷入管理误区。强调HRM却只注重招聘与薪酬考核等制度化管理,导致过于强调企业的规章制度、扼杀了文化的兼容性、挫伤了员工的积极性;强调传统文化管理却只关注“人际关系”对企业表层现象的影响,把员工关系管理工作等同于凭人际经验与技巧等,处理人际关系,就事论事,致使传统文化的放射功能不强,员工价值观混乱。本文的经验数据也论证了通过组织内关系策略对组织气氛与组织竞争力没有直接的影响作用。因此,科学有效的员工关系管理应当是HRM与传统文化在企业管理过程中的一定程度(基于情境)的结合。
第四、和谐的企业员工关系建设不仅取决于劳资双方及其行为选择,也需要外部相关机制的完善。雇主社会责任的国内实现有待于企业HR部门的能力与付出。但现有民营企业内部治理机制更多地只能解决或满足员工成就需要与基本保障需要责任。而对于大部分民营企业,只有提升了竞争力,或把组织目标定位于组织气氛时,才会关注家庭需要与组织的公平与公正需要的责任。这对于中国大部分民营企业是很难实现的,要满足员工的家庭需要与公正需要责任,要借助于外部治理机制来共同实现。而企业的经济利益才是使企业承担社会责任的根本动因,应当通过建立社会保障体制,配合外部的法律机制与市场机制加强对组织公平与公正责任的承担;引导与建设员工的社会良性网络,推动企业建立支持型的组织文化,实现员工的家庭与工作平衡。
论文的创新点主要集中在以下几个方面:
(1)提出“雇主社会责任”概念,构建了责任竞争力的分析框架。民营企业通过承担相应的雇主社会责任,其竞争力将得到极大的提升。企业责任与竞争力之间不止是加法的关系,而将是几何级数的关系,未来企业的竞争力必将来源于社会责任,特别是对员工的社会责任。我国企业特别是民营企业在承担社会责任方面具有较大的盲目性与非理性。首先,没有分清企业所应承担的最紧迫的责任是什么,对于不同的责任,有些是主动的,如经济责任等,有些是被动的,如法律责任等,由于企业缺乏战略规划与理性分析,导致相关责任都变成了被动责任。其次,企业缺乏合适的责任标准,往往盲目套搬外部的现成指标,如SA8000,员工满意度等,相关的指标有些是被动的,也有是主动的。如何区分与整合,并制定与企业实际相关的指标体系与管理策略,成为本文的重点与创新点。
(2)基于员工需求的全国范围内的实地调研,把研究落到实处。已有研究更多的是一种规范研究,缺乏系统实证分析使责任管理策略失去了必要的研究基础。本文通过对全国范围内民营企业员工的调查,在了解员工需求的基础上,分析影响员工行为与组织绩效的责任因素,设计相应的管理策略与机制。
(3)提炼出雇主社会责任的四大因子,做出了组织内关系需要责任是一个结果变量的判断。通过经济数据所获得的基于员工认知的雇主社会责任包含五大因子,即满足员工的基本保障、成就需要、家庭与工作平衡需要、公平公正的需要以及组织内关系需要的责任。结构方程模型显示,前四个因素对组织绩效关系显著,组织内关系因子与组织绩效变量的关系不显著。本文因此认为要提升组织绩效,需要改善组织气氛,但不应该把改善关系当作一种雇主责任策略行为,从而否定了许多民营企业的类似的关系管理行为(把结果变量当作行为变量)。雇主无法通过处理好组织内关系去改善组织气氛,也没有必要为了关系融洽而特意去处理好组织内相关关系,雇主承担了员工的四大社会责任,是最好的组织内关系策略,能实现组织气氛的融洽。
The expectations of Society for enterprise are rising, and corporate social responsibility(CSR) has become an international trend. The international communities pay much attention to CSR especially for employee. Some rules such as ISO26000 and SA8000 are established and multinationals response quickly and promote the implementation. With the shortage of labor and losing of demographic dividend, Chinese society and enterprises also pay great attentions to employee relations management. Labor contract law is established and implemented. Private enterprise HRM is institutionalized and standardized gradually. Such being the case, the work related to employee responsibility management is receiving attention of broader scope, higher level, and more intensity than ever before. How to distribute and solve the employees responsibility between society and enterprise, how to management relevant responsibility of private enterprise, become an urgent theory problem for further studying.However, the interest conflict between shareholder and other stockholders is also growing, and the relevance of the various interests is insignificant, which lead to a mutual exclusion among many responsibilities. For example, there is much disputation for researches and practices on relations between employee and employer, is no uniform theoretical basis and standpoint among the related subjects, which lead to be lack of unity and effective resolve mechanism.
Many scholars have begun to study labor relations based on CSR and stakeholder theories comprehensively in recent years. They bring forward CSR theory on the perspective of employee. On the whole, the existed researches can be classified into three categories. They are normal, descriptive/empirical, and strategic. There are many terms on the same subject such as corporate employee social responsibility, CSR based on employee perspective, and other ten more, which is uniform and liable to misunderstand. Learning from the theory of CSR, the paper put forward a new term—Employer Social Responsibility(ESR) firstly, to clarified the terms of the malfunction. That is as an employer, corporate should be responsible for its most important inner stakeholders—employee. The key of the ESR is to take into account the interests of employee and enterprise. ESR is beyond the employer law responsibilities, including moral and ethical responsibility etc. ESR is based on employee needs, carry out humanism management to achieve employee rights, which can realize a synergy development of employee right and business interests.
We need to be sure of following questions to realize the synergy development object. What is the employee needs based on their rights and development? How to satisfy the employee and what responsibility should be taken by different stages private enterprise? How about relationships among ESR and employee behaviors and attitudes and enterprise performance? How to management the responsibility? The paper tries to answer questions above integrating normative and empirical analysis process. The following three parts are the main work of the paper.
(1)The paper bring forward framework theory by integrating HRM and IR analysis of social and employer social responsibility based on CSR. Based on macro-data of 2007 global financial crisis, the paper analysis the employee relations management factors of state-owned enterprises better performance than private enterprise during financial crisis. Learning from state-owned enterprises employee management experience, and the system management theory and strategic CSR theory, the paper put forward an analysis framework. That is private enterprise should undertake the inner-active responsibility to strengthen outer-medium responsibility ability, in order to get outer-medium factors inflow, to get the mechanism and path of
responsible competitiveness and sustainable development. (2) Getting a questionnaire by scientific method, obtaining adequate data by depth interviews and questionnaires.
We do an 8 months on-site investigation about 1145 private enterprise employees from 110 towns in 28 provinces national wide. Because of lack of present employee questionnaires based on CSR which can integrate HR and IR, the paper must make a questionnaire firstly. A HR director and many employees of 1 private enterprise, and 9 scholars form 6 universities were investigated. We design a preliminary questionnaires by experts assesses. Second, another two rounds of questionnaire were designed. A questionnaire got 89 valid questionnaires by network. B questionnaire got 754 valid questionnaires by network and on spot. A questionnaire is an initial survey extracted from employee feeling, including the main factor were designed about the responsibility behaviors, and the link among influencing factor and ESR its results. B questionnaire is the final questionnaire to large scale investigation, to test the reliability and validity, to construct SEM. So we also test need-hierarchy theory of Chinese private enterprise employee.
(3) Revealing the logic characteristics of ESR by empirical analysis. Based on normative analysis and experience data,the paper uses Factor Analysis, SEM,Game Theory to analyze ESR. Main conclusions are as follows.
First, the link between ESR and organizations performance indicates that private enterprise ESR behaviors should base on the life cycle. For private SME, most of them are in their initial stage of life cycle, should take organization competitiveness into account firstly. Employee achievement and basic needs should be met to attract labor talent by adopted treatment and environment and career strategy. For private large and medium-sized enterprises, most of them are in their mature stage of life cycle, should take employee KSA and corporate atmosphere and organization competitive into account. Not only Employee achievement and basic needs, but their work-family balance and fair and equity should be met to achieve sustainable development.
Second, the ESR mediation effect between influencing factors and organization performance confirmed that private enterprise preferred to take higher level responsibility. As a mediation variable, ESR is un-notable. Especially in those private enterprises take result as their management oriented. Whether they undertake ESR or not depends on the result variable such as competitiveness. The only notable effect can be found in fair & equity responsibility and corporate atmosphere. In other words, private enterprise can undertake fair & equity responsibility to improve corporate atmosphere. It can explain why some private enterprises prefer to do some charity, contributions, recruit some vulnerable individuals and be kind to discriminated groups when their atmosphere are strained. Because undertaking fair & equity responsibility can improve employee approval for organization and improve its atmosphere as well in short term, when private enterprise don’t undertake employee basic responsibility and can’t integrate ESR into its daily management.
Third, the aim of ESR management is to get harmonious relations between employer and employee, which should be learning from multiple theories and their different conclusions. The main employment relations theory research focused on RHM and oriental management. But for most of the private SME, they have done some simple work and often fall into management astray. Those emphasized on HRM, who only pay attention to institutional management of recruitment and compensation assessment. Too much institution must weaken culture compatibility and employee enthusiasm. Those emphasized on oriental management, who only pay attention to traditional culture function to enterprise management. They often take employee management as ties management by means of personal experience and skills, which weaken the functions of traditional culture and employee values. The experience data has test that intraorganizational relationship management has no direct impact on corporate atmosphere and competitive. Consequently, the effective management of employment relations should integrate HRM with traditional culture based on contextual. Fourth, Harmonious employment relationship depends on not only the behavior of employee and employer, but also external social mechanism. The implementation of ESR is up for HR ability and contribution. However, the internal governance mechanisms of most private enterprise can only meet employees’achievement and basic needs. For most of private enterprise, they could meet employees’family and fair & equity needs, when they competitiveness had been promoted, or when they set their goal at corporate atmosphere. It is inconsequent nowadays. To meet employees’family and fair & equity needs need external mechanisms. However, the economic benefit is the fundamental reason for enterprise to undertake responsibility. Social security system must be established, which works together with legal system and market mechanism to promote the enterprise to undertake fair & equity responsibility ; social networks should be led and constructed, which works together with supportive enterprises culture to realize employees’work-family balance.
The innovation and unique points are shown below:
(1) Putting forward the concept of ESR and constructing a responsible competitive analysis framework. Private enterprise competitiveness should be promoted sharply by undertaking corresponding ESR. The link between responsibility and competitive is more than an addition. It will be a geometric progression. Competitiveness should be derived from CSR especial ESR in the future.
Undertaking ESR of Chinese enterprises particularly in private enterprise is blindness and irrational. Firstly, there is no idea about what responsibility is the most urgent. There are many responsibility for the enterprise, some of them are active, such as the economic responsibilities, the other are passive, such as the legal responsibilities. Lack of strategic and intellectual analysis would turn active responsibility to into passive responsibility.
Secondly, private enterprise has to copy external index mechanically because of the lack of suitable responsibility performance index such as sa8000 and employee satisfaction. Some of the relevant indexes are passive, the other are active. How to integrate the responsibility and indexes system and to make management strategies is become the focus and innovation of the paper. (2) A nationwide on-spot investigation based on individual needs makes the research more concrete. Much of the present research is normal. Lack of systematically empirical research makes the responsibility management more abstract. Based on private enterprises workplace survey across the country, the paper studies Chinese private enterprises’best responsibility practices of workplace and employment relations management strategies based on employee needs.
(3) Making four factors as the ESR abstract, and taking intraorganizational relationship as an outcome variable. The experience data based on employee perception suggests that ESR should have 5 factors, that is meeting employee basic security, achievements, the word-family balanced, fair & equity and intraorganizational relationship needs responsibilities. The structure equation model (SEM) shows that the link between first four factors and corporate performance is notable, while the intraorganizational relationship and corporate performance is not notable. Therefore we suggest that promotion organizations performance should improve organization atmosphere. But we won’t take it as an responsibility behavior, and denied the similar relationship management behavior in many private enterprise. Neither need for employer to handle intraorganizational relationship to improve atmosphere, nor they can do it. To undertake four social responsibilities is the best intraorganizational relationship strategy, which can realize harmonious organization atmosphere.
引文
[1]Ackerman BW, Baucer R. Corporate Social Responsiveness: The Modern Dilemma[M]. Reston Publishing Company,Inc.,1976
[2]D.Abreu, D.Pearce. Bargaining, Reputation and Equilibrium Selection in Repeated Games [Z].Working Paper,2002
[3]Albinger, H.S.,Freeman, S. J. Corporate Social Performance and Attractiveness as an Employer to Different Job Seeking Populations[J]. Journal of Business Ethics, Vol. 28 (3), 2000, 243-253.
[4]Appelbaum,E. , Bailey, T., P.Berg, AL. Kalleberg. Manufacturing Advantage: Why High-Performance Work Systems Pay Off[M].Ithaca, NY: Cornell University Press,2000.
[5]Argyris C. Understanding Organizational Behavior[M].London: Tavistock Publications,1960
[6] Baron, RM. Kenny. DA.. The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations[J].Journal of personality and social psychology, 1986,51:1173-1182
[7]Boddy, CR., Ladyshewsky, RK., Galvin. P..The Influence of Corporate Psychopaths on Corporate Social Responsibility and Organizational Commitment to Employees[J].Journal of Business Ethics, 2010 ,97,1-19
[8]Berry,L.L. , Parasuraman ,A. Marketing Services: Competing through Quality[M]. New York: The free Press, 1991
[9] Becker, BE., Huselid, MA. High-Performance Work Systems and Firm Performance: A Synthesis of Research and Managerial Implications. In Research in Personnel and Human Resources Management Volume 16, edited by Gerald R. Ferris, pp. 53–102. Stamford, CT: JAI Press. 1998a.
[10]Blasi, JR.,Kruse, DL.. High-Performance Work Practices at Century’s End[J]. Industry relations, 2006(4):547-580
[11]Bowen,H.R. Social Responsibilities of the Businessman[M].NewYork: HarPer&RoW,1953
[12]Bowie,N. Could Collective Bargaining and Labor Relations Be Less Adversarial? [J]. Journal of Business Ethics,1985,(4):91
[13]Bowie,.N. Empowering People as an End to Business[M].The Netherlands: Kluwer Academic Publisher,1991,105-112
[14]Burke,L,Logsdon,J.M. How Corporate Social Responsibility Pays off[J]. Long Range Planning,1996:29(4):495-502
[15]Budd, J.W. . Employment with a human face: balancing efficiency, equity, and voice [M]. Cornell University Press, 2004
[16]Carlson, DS., PL Perrewé. The role of social support in the stressor-strain relationship: An examination of work-family conflict[J].Journal of Management, 1999 (4) 513-540
[17]Carson,T.,Wokutch,R.,Murrmann,K. Bluffing in Labor Negotiations: Legal and Ethic Issues[J]. Journal of Business Ethics,1982,(1):13-22
[18]Carroll,A.B. A Three一Dimensional Conceptual Model of Corporate Performance[J]. Academy of Management Review,1979,4(4):497-505
[19]Carroll,AB. The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders[J].Business horizons, 1991(4),39-48
[20] Casey, I., Kochan, TA.,D.Levine,C.Olson,G.Strauss. What works at work: overview and assessment[J].IndustrialRelations,1996(3):356-374.
[21]Casey, I. , K.Shaw, G.Prennushi. The Effects on Human Resource Management on Productivity[J]. American Economic Review 1997(87):291–313.
[22]Ciulla,.J.The Working Life[M].New York:Random House Times Books,2000,226
[23]Clarkson MBE. A Stakeholder Framework for Analyzing and Evaluating Corporate Social Performance[J]. Academy of Management Review,1995,20(1):92-117
[24]Collins,C.J., Clark,K.D. Strategic human resource practices, top management team, social networks, and firm performance: the role of human resource practices in creating organization competitive advantage[J]. Academy of Management Journal,2003(6),740-751
[25]Combs,J.,Yongmei, L., Hall,A.,Ketchen,D.. How much do high-performance work practices matter? A meta-analysis of their effects on organization performance[J]. Personnel Psychology, 2006, 59, 501–528
[26]Cooke,WN. Labor-management cooperation: new partnerships or going in circles?[M].Upjohn Press, 1990
[27] Davis,K. Blomstrom,RL. Business, society, and environment: Social power and social response[M]. MCgraw-Hill Company,1971
[28]Delaney.J.T, Huselid.M.A. The impact of human resource management practices on perceptions of organizational performance [J].Academy of Management Journal ,1996,39: 949-969.
[29]Delaney, JT., Godard,J.. An industrial relations perspective on the high-performanece paradigm[J].Human resource management review,2001(11):395-429.
[30]De Colle,S,Gonella,C. The Social and Ethical Alchemy: An Integrative Approach to Social and Ethical Accountability[J].Business Ethics: A European Review, 2002,11(1):86-96
[31] Doeringer , P , B. , Piore , M , J.. Internal Labor Markets and Manpower Analysis[J].Lexington,Mass: D.C. Health and C.,1971
[32]Elias, R. Z.. An Examination of Business Students’Perception of Corporate Social Responsibilities Before and After Bankruptcies[J].Journal of Business Ethics, Vol. 52 (3), 2004, 267-281.
[33]Epstein,M.J,Roy,M.J. Sustainability in Action: Identifying and Measuring the Key Performance Drivers[J]. Long Range Planning,2001,34:585-604
[34]Etzioni, A. The Moral Dimension [M]. New York: Free Press, 1988
[35] Elkington,J. Partnerships from cannibals with forks: The triple bottom line of 21st century business[J]. Environmental Quality Management, 1998(8),37-51
[36]Folger, R., & Skarlicki, D. P. (2008). The evolutionary bases of deontic justice. In S. W.Gilliland, D. P. Skarlicki, & D. D. Steiner (Eds.), Justice, morality, and social responsibility[M].Charlotte, NC: IAP Inc. 29-62
[37] Francis, H. ,Keegan, A. The changing face of HRM: in search of balance[J]. Human Resource Management Journal, 2006,16, 231–249.
[38]Freeman R E. Strategic Management: A Stakeholder Approach[M]. Pitman: University Of Minnesota.1984,25
[39] Frank, RH. What price the moral high ground?[J].Southern Economic Journal, 1996(7),1-17
[40]Gini,A,.R. My job My self[M].New York:Routledge,2000,53
[41] Galbraith,JK. The new Industry state[M].Boston: Houghton Mifflin Company , 2nd ed,1971,70-71
[42]Guest D E. Is the psychological contract worth taking seriously? [J].Journal of organizational behavior,1998,19:649-664
[43] Godard, J. ,Delaney, JT. Reflections on the“high performance”paradigm’s implications for industrial relations as a field[J]. Industrial and Labor Relations Review, 2000,53, 482–502.
[44]Griffin, J. J., and J. F. Mahon 1997 The corporate social performance and corporate financial performance debate: Twenty five years of incomparable research[J]. Business and Society, 36(1), 5-31.
[45] Grossman, SJ., Hart. OD. Implicit contracts under asymmetric information[J]. Quarterly Journal of Economics,1983,98(10):123-156
[46]Godard, J. A critical assessment of the high-performance paradigm[J]. BritishJournal of Industrial Relations, 2004,42, 349–378.
[47]Hiroshi O , Mami K..Reforming Corporate Governance and Employment Relations[J].Japanese labor review,2005(4),58-80
[48]Hiroshi Osano, Mami Kobayashi, Reforming Corporate Governance and Employment Relations[EB/DL].www.jil.go.jp/english/documents/JLR05_osano.pdf.
[49] Haley-Lock,A. Up close and personal: employee networks and job satisfaction in a human service context[J]. Social Service Review, 2007,22-46
[50]Hemingway, C. A.&Maclagan, P. W. Managers' Personal Values as Drivers of Corporate Social Responsibility [J]. Journal of Business Ethics, 2004, 50(1):33
[51]Herzberg,F.B. One More Time: How do you Motivate Employees? [J].Harvard Business Review,1987,65(4):109-120
[52] Huselid, MA.. The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance[J]. Academy of Management Journal 1995,38(3):635–672.
[53]Igalens,J.& Gond,J.P. Measuring corporate Social performance in France: A Critical and Empirical Analysis of Arese Data[J]. Journal o f Business Ethics,2005,56(2):131-148
[54]Jackson, C. and Bundgard, T..Achieving Quality in Social Reporting: The Role of Surveys in Stakeholder Consultation[J]. Business Ethics: A European Review, Vol. 11, 2002, 253-259.
[55]JT. Dunlop. Industrial Relations System[M].New York; Henry Holt,1958
[56]Kara A.,Nick T.,Julian B. Transformational Leadership and Psychological Well-being: The Mediating Role of Meaningful Work[J].Journal of Occupational Health Psychology,2007,12(3):193–203
[57]Karen S. C., Elizabeth G. O.. Employees: The key link to corporate reputation management[J]. Business Horizons (2006) 49, 293—302
[58]Kaufman, B. The Origin and Evolution of the Field of Industrial Relations in the United States[M].Ithaca, NY: ILR Press.1993.
[59]Kaufman.BE. Human Re-sources and Industrial Relations Commonalities and Differences[J]. Human Resources Management Review,2001,11;339-374
[60]kaufman, BE..The Future of Employment Relations: Insights from Theory[J]. working paper, Georgia State University,2010
[61]Kochan,TA. Adapting Industrial Relations to Serve Knowledge-based Economies[J]. Journal of Industrial Relations, 2006,7-20
[62]Kochan,TA. Katz,HC. McKersie,R. The transformation of US industrial relations[M]. New York: Basic Books,1986.
[63] Lazear,E. P.,Rosen,S. Rank-order Tournaments as OptimumLabor Contract[J].Journal of Political Economy,1981,89:841-864
[64]Mackey, A., Mackey, T. B., & Barney, J. B.. Corporate social responsibility and firm performance: Investor preferences and corporate strategies[J]. Academy of Management Review, 2007,32, 817-835.
[65]Margolis J., H. Elfenbein et J. Walsh.. Does it pay to be good? A meta-analysis andredirection of research on the relationship between corporate social and financial performance[Z].Working paper Harvard University. 2007
[66]Marcus H. Sandver, Labor Relations; Process and Outcomes[M]. Boston; Little, Brown and Company, 1987,26-34.
[67]Martin,M. Meaningful Work[M].New York:Oxford University Press,2000,28
[68]Morsing, M. Strategic CSR Communication: Telling others how good you are[J].in Management Models for Corporate Social Responsibility ,2006, Part 6, 238-246
[69] McClelland,DC. Human motivation[M].Cambridge University Press,1987
[70] McClelland,DC. Toward a theory of motive acquisition[J]. American Psychologist, 1965;
[71]Mcguire,JB Sundgren,A. Schneeweis,T. Corporate social responsibility and firm financial performance[J]. Academy of Management Jourrial,1988(31),954-872
[72]McWilliams A,Siegel D. Corporate Social Responsibility: A Theory of the Firm Perspective[J]. Academy of Management Review,2001,26(1):117-127
[73] Paauwe, J. Boselie, P. HRM and performance: what next?[J]. Human Resource Management Journal,2005,15, 68–83.
[74]Pall,A D. Legal Enforcement of Corporate Social Responsibility within the EU[R]. 8 Colum. J. Eur. L. 2002,529
[75]Pateman,c. Participation and Democratic Theory[M]. Cambridge: Cambridge University Press,1970
[76]Pietra Rivoli. Labor Standards in the Global Economy: Issues for Investors[J]. Journal of Business Ethics,2003,43:223–232
[77] Porter,ME., Kramer MR. Strategy and Society: The Competitive Advantage of Corporate philanthropy[J].Harvard Business Review, 2002,(12):R0210D
[78] Porter, ME., Kramer MR. The link between competitive advantage and corporate social responsibility[J]. Harvard Business Review, 2006(12),78-93
[79]Post,F. Collaborative Collective Bargaining: Toward an Ethically Defensible Approach to Labor Negotiations[J]. Journal of Business Ethics,1990,(9):495-508
[80]Preston, Lee E, O'Bannon, Douglas P. The Corporate Social-Financial Performance Relationship: A Typology and Analysis[J]. Business and Society, 1997, 36(4):419-429
[81]Rashid, M. Z. A.&Ibrahim, S. Executive and Management Attitudes towards Corporate Social Responsibility in Malaysia [J]. Corporate Governance: The International Journal of Effective Board Performance, 2002, 2(4): 10-16
[82] Raubenheimer,K. A Research Note: Employee-focused Corporate Social Responsibility Reporting in the Banking Industry[J].New Zealand Journal of Employment, 2008(3)
[83] Robinson,S., Kraatz, M., Rousseau, D. Changing obligations and the psychological contract: A longitudinal Study[J].Academy of Management Journal. 1994, 37-52.
[84] Robbins,S.P. Organizational Behavior[M]. London: Prentice Hall,1989
[85]Roman, R., S. Hayibor and B.A. Agle (1999). The Relationship Between Social and Financial Performance[J]. Business and Society, 38(1), 109-125.
[86] Rousseau, DM. New hire perceptions of their own and their employer's obligations: a study of psychological contracts[J].Journal of Organizational Behavior, 1990,11-28.
[87]Rousseau DM. Psychological contracts in organizations: Understanding written and unwritten agreements[M].California:Sage,1995
[88]Will Ruch: What Your Employer Brand Can Do For You[J].Dynamic Business Magazine, 2001(5).
[89]Rupp, D. E., Williams, C., Aguilera, R.. Increasing Corporate Social Responsibility through Stakeholder Value Internalization (and the Catalyzing Effect of New Governance): An Application of Organizational Justice, Self-Determination, and SocialInfluence Theories, In M. Schminke (Ed.). Managerial ethics: Managing the psychologyof morality. Routledge/Psychology Press(in press).
[90]Rupp, D. E., Ganapathi, J., Aguilera, R. V., & Williams, C. A.. Employee reactions to corporate social responsibility: An organizational justice framework[J]. Journal of Organizational Behavior,2006,27, 537-543.
[91]S G?chter, E Fehr .Social norms as a social exchange[J].Swiss Journal of Economics and Statistics,1997,133,275-292
[92]RS Schuler, SE Jackson, J Storey. HRM and its link with strategic management[J]. Human resource management, 2001,
[93]Salamon,M..Industrial relations: theory and practice[J]. Financial Times/Prentice Hal,2000,
[94]Jeff rey Pfeffer. The human equation[J ].Executive Excellence ,1998 ,15 (6) : 9 - 10
[95]Saroj Parasuraman,Jeffrey H.Greenhaus.Toward Reducing Some Critical Gap sin Work-family Research[J]. Human Resource Management Review,2002,(12):299-312
[96]Schuler,R., Jackson,S.E. Strategic human resource management—a reader[M].Blackwellpublishers.itd.1999
[97]Sen, S., Bhattacharya, C. B., & Korschun, D. (2006). The role of corporate social responsibility in strengthening multiple stakeholder relationships: A field experiment[J].Journal of the Academy of Marketing Science, 34, 158-166.
[98]Shay,s. Tzafrir,.A universalistic perspective for explaining the relationship between HRM practices and firm performance at different points in time[J]. Journal of managerial phyology,2006(2),109-130
[99]Schein E H.Organizational psychology(3rd ed).New Jersey:Prentice-Hall,1980
[100]Schwartz,MS Carroll,AB. Corporate social responsibility: A three-domain approach[J].Business Ethics Quarterly, 2003,65-78
[101]Setesr,RM. problem in the measurement of organizational effectiveness[J]. Administrative science quarterly,1995,20;549.
[102]Smith,N.C.Corporate Social Responsibility: Whether or how? [J].California Management Review,2003,45(4):52-76
[103]Soloman, R., & Hansen, K. It's good business[M]. New York: Atheneum,1985.
[104]Stewart, PA., From the Heart: An Employee Based Corporate Model of Social Responsibility[J].Applied Research Projects. 1996, 171.
[105]O’Sullivan, K. Virtue Rewarded–Companies Are Suddenly Discovering the Profit Potential of Social Responsibility[J]. CFO Magazine, 22, October, 2006, 46-52
[106]Stanley E. Seashore. Criteria of Organizational Effectiveness[M]. Michigan Business Review,1965
[107]Thomas, A. S.&Simerly, R. L. Internal Determinants of Corporate Social Performance: The Role of Top Managers [J]. Academy of Management Journal. Briarcliff Manor, 1995:411-415
[108]Tsui, AS, Pearce, Porter, Tripoli Alternative approaches to the employee-organizational relationship: Does Investment in Employee pay off? [J]. Academy of management Journal. 1997, 40
[109] Toulson, P., M. Smith. The Relationship between Organizational Climate and Employee Perceptions of Personnel Management Practices[J].Public Personnel Management, 1994
[110]Ullmann, A. A. Data in Search of a Theory: A Critical Examination of the Relationships among Social Performance, Social Disclosure, and Economic Performance of U.S. Firms [J]. Academy of Management Review. 1985, 10(3):540-557
[111]UNEP-Fi & Mercer (2007). Demystifying responsible investment performance. A review of key academic and border research on ESG factors[Z].
[112]Valentine, S., & Fleischman, G.. Ethics programs, perceived corporate social responsibility and job satisfaction[J].Journal of Business Ethics, 2008, 77, 159-172.
[113] Venkatraman N, Ramanujam V. Measurement of business performance in strategy research :A companion of Approaches[J] . Academy of Management Review, 1996, 11(4); 801-814.
[114]Vablen,T,The theory of business enterprise[M]. New York: C. Scribner’s Sons,1904
[115]Vroom, V.H., Work and Motivation[M]. Wiley, New York. 1964.
[116]Waddock,Sandra A.,Charles Bodwell,Samuel B.Graves. Responsibility: The New Business Imperative[J].Academy of Management Executive,2002,16(2):132-148
[117]Wood,D.J. Corporate Scial Performance Revisited[J].Academy of Management Review,1991,16(4):691-718
[118]Wright,P.M. , McMaha,C. Theoretical perspectives for strategic human resource management [J]. Journal of Management,1992,18
[119] Wright,PM,,Dunford B B, Snell S A. Human Resources and the Resource Based View of the Firm [ J]. Journal of Management, 2001, 27(6): 701-721.
[120]阿马蒂亚·森.经济学与伦理学[M].北京:商务印书馆,2000
[121]阿奇·B·卡罗尔.企业与社会伦理与利益相关者管理[M].北京:机械工业出版社.2004,45-46
[122]巴德.人性化的雇佣关系:效率、公平与发言权之间的平衡[M].北京:北京大学出版社,2007
[123]查尔斯·汉迪.周旭华译.觉醒的年代[M].北京:中国人民大学出版社,2007,13
[124]大卫.H.梅斯特.说道做到——提高公司执行力的管理方法[M].哈尔滨:哈尔滨出版社,2003
[125]法约尔.工业管理与一般管理[M].北京:中国社会科学出版社,1998,38
[126]吉尔·所罗门、阿瑞斯·所罗门著,李维安、周建译.公司治理与问责制[M].洽尔宾:东北财经大学出版社2006, 215
[127]吉利,梅楚尼奇.组织学习、绩效与变革一战略人力资源开发导论[M].北京:中国人民大学出版社,2005
[128]马歇尔著.廉运杰译.经济学原理[M].北京:华夏出版社,2005
[129]马克斯·韦伯.新教伦理与资本主义精神[M].南宁:广西师范大学出版社,2007
[130]中共中央马克思恩格斯列宁斯大林著作编译局.马克思恩格斯全集(第1卷) [M].第二版,北京:人民出版社,2005
[131]穆素著,管毅平译.讨价还价理论及其应用[M].上海:上海财经大学出版社,2005
[132]罗伯特·卡普兰,大卫·诺顿.平衡记分卡一化战略为行动[M].广州:广东经济出版社
[132]佩因著,杨涤等译.公司道德一高绩效企业的基石[M].北京:机械工业出版社,2004.1.
[133]乔治.恩德勒.国际经济伦理[M].北京:北京大学出版社,2003,280-281
[134]斯密.国民财富的性质和原因的研究[M].北京:商务印书馆,1997
[135]斯密著,谢宗林译.道德情操论[M].北京:中央编译出版社,2008
[136]托马斯,等.管理的现在和未来-MIT斯隆管理学院的观点[M].北京:中国劳动社会保障出版社,2005年
[137]托马斯,唐纳森,托马斯,邓菲.有约束力的关系——对企业伦理学的一种社会契约论的研究[M].上海:上海社会科学院出版社,2001
[138]瓦莱丽.萨瑟兰,卡里.库珀.战略压力管理——组织的方法[M].北京:经济管理出版社,2003,1
[139]希尔,琼斯.战略管理[M].北京:中国市场出版社.2007.7.1.375
[140]詹姆斯·E·波斯特,安尼·T·劳伦斯,詹姆斯·韦伯.企业与社会:公司战略、公共政策与伦理[M].北京:中国人民大学出版社,2005.11.1,381
[141]彼得斯,沃特曼著,北京天下风经济文化研究所译.追求卓越[M].北京:中央编译出版社; 2000
[142]白文星.国有企业对员工社会责任的法社会学分析[D].四川大学,2005
[143]常凯,编.劳动关系.劳动者劳权一当代中国的劳动问题[M].中国劳动出版社,1995
[144]常凯,陶文忠.人力资源管理与劳动关系调整[J].中国人力资源开发,2006(8),4-10.
[145]陈加洲,凌文辁,方俐洛.组织中的心理契约[J].管理科学学报,2001,4(2):74-78
[146]陈军.企业组织绩效评估模型研究[D].东北林业大学,2006
[147]陈淑妮,裴瑞芳.员工社会责任的企业人力资本投资策略探析[J].中国经贸导刊, 2010(12),58
[148]陈宏辉,贾生华.企业利益相关者三维分类的实证分析[J].经济研究,2004,(4):80-90
[149]陈留彬.中国企业社会责任理论与实证研究[D].山东大学,2006
[150]程延园.员工关系管理的基本内涵[J].中国劳动,2004(4),31-32
[151]程延园.劳动关系[M].中国人民大学出版社,2003
[152]程延园.员工关系管理[M].上海:复旦大学出版社,2004
[153]陈加洲.中国员工心理契约研究[D].中科院心理所,2001:34-38
[154]崔明华.民营经济:一个内涵不确定的概念[J].合肥工业大学学报(社会科学版),2006(5),32-35
[155]董保华,杨杰.劳动合同法的软着陆——人力资源管理的影响与应对[M].北京:中国法制出版社, 2007
[156]段联合.人本管理与国有企业员工流动相关研究[D].武汉大学,2003
[157]范健,张萱,德国法中雇员参与公司决策制度比较研究[J].外国法译评,1996(3),4
[158]风笑天,等:私营企业劳资关系研究[M].华中理工大学出版社,2000
[159]冯小宁.企业社会责任与竞争力研究[D].首都经济贸易大学,2008,106
[160]费孝通.江村经济[M].商务印书馆,2004
[161]王小波.人力资源开发中的工会社会责任与和谐劳动关系构建[J].公共行政与人力资源,2009(4),39-41
[162]郭虹.企业社会责任:进入WTO后中国企业面临的新问题[J].天府论坛,2002(3),76-80
[163]郭小龙,李剑,谢舜.员工管理[M].企业管理杜出版,2008
[164]郭志刚.无边界组织下雇佣关系研究[D].西南财经大学,2007
[165]韩翼.雇员工作绩效结构模型构建与实证研究[D].华中科技大学,2006
[166]何发平.西方劳动关系研究的衰落与复兴探析[J].山东社会科学,2008(4),67-70
[167]黑启明.劳动关系研究十大从本范畴的科学界定[J].理论与现代化2004(6)
[168]黑启明.论近代西方劳动关系理论发展的历史轨迹[J].河南大学学报(社),2006(2),54-59
[169]侯杰泰,温忠麟.成子娟结构方程模型及其应用[M].教育科学出版社,2004
[170]胡斌.群体行为的定性模拟原理与应用[M].华中科技大学出版社,2006(9)
[171]胡敏,盛革.卓越组织绩效模糊综合评价[J].统计与决策, 2007,(17),158-159
[172]胡学勤,等.劳动经济学[M].北京:中国经济出版社,2007
[173]黄蕾.企业员工社会责任管理研究[D].湖南大学,2008
[174]黄蕾.试论中国企业员工社会责任管理的类型及其影响因素[J].华东经济管理, 2009(4),87-90
[175]黄孟复.中国民营企业劳动关系状况调查[M].北京:中国财政经济出版社,2008
[176]黄逸群.创业女性工作家庭平衡及其对绩效影响机制研究[D].浙江大学,2007
[177]姜启军.浅析企业社会责任战略管理和实施[J].江淮论坛,2007,(2):42-46
[178]姜万军,杨东宁,周长辉.中国民营企业社会责任评价体系初探[J].统计研究, 2006(7),32-36
[179]孔德威.西方国家劳动力市场灵活化改革的理论分析[J].商业研究,2006(19),144-147
[180]黄河涛,赵健杰.经济全球化与中国劳动关系重建[M].北京:社会科学文献出版社, 2007
[182]赖慧文.“法家治企,儒家待人”——东方文化与企业经营管理之道[J].华东经济管理,2006(9),103-105
[183]雷振华,阳秋林.社会责任视角下的员工责任指标设计研究[J].内蒙古财经学院学报(社), 2010,10-13
[184]李长贵.组织行为[M].华泰图书出版社1998,60
[185]李丽.国际贸易的新屏障—社会责任管理体系(SA8000) [J].中国纺织,2003,(12):58-60
[186]李琼.劳动经济学研究的新进展[J].兰州大学学报(社),2007(4),113-117
[187]李艳华.中国企业社会责任研究[D].暨南大学,2006
[188]李燕凌.基于员工劳动保护的企业社会责任研究[D].湖南农业大学,2006
[189]李忠鹏,雷佑新.企业劳动者权益:从虚化到归位[J].社会科学研究,2005,(6):34-38
[190]林巧燕,吴静静.企业社会责任承担对员工行为的影响[J].统计与决策, 2009
[191]刘澄,张均东,杨永芳.地域文化对跨地域企业经营绩效的影响及对策[J].技术经济与管理研究,2008(2),30-32
[192]刘善仕,刘辉健,翁赛珠.西方最佳人力资源管理模式研究[J].外国经济与管理,2005,(03) ,33-39
[193]刘湘国.《劳动合同法》对民营企业实际影响的调查[J].北京劳动保障职业学院学报,2009(2),13-16
[194]卢静.中国民营企业人力资源战略创新[D].厦门大学,2007
[195]卢涛,王志贵.基于员工视角的企业社会责任对组织认同的影响研究[J].湖北社会科学, 2009(8),88-92
[196]罗勇成.员工参与治理的研究综述[J].中共云南省委党校学报,2008(2),158-160
[197]卢代富.企业社会责任的经济学与法学分析[M].法律出版社,2002
[198]吕际荣.基于员工角度的企业社会责任研究[J].华北水利水电学院学报(社), 2009(4),48-52
[199]吕英,王正斌,员工感知的企业社会责任与员工满意度关系的实证研究——以西安地区IT和零售企业为例[J].大连理工大学学报(社), 2009(6) ,75-81
[200]龙立荣,方俐洛,凌文栓,组织职业生涯管理及效果的实证研究[J].管理科学学报,2002(8):61-67
[201]钱春海,余佶.员工参与对于预算管理绩效影响的路径分析[J].财贸研究, 2007(3),97-104
[202]侯光明,李存金.管理博弈论[M].北京:北京理工大学出版社,2005
[203]南文化,王映.论员工主体性回归的企业社会责任[J].学术论坛, 2007(6),108-112
[204]彭正龙,王海花.企业社会责任表现与员工满意度对组织即兴效能的影响[J].心理科学, 2010(1),118-121
[205]皮玉志.员工感知的企业社会责任与组织情感承诺关系研究[D].厦门大学,2008
[206]钱箭星,肖巍.社会责任标准(SA8000)与劳动者维权[J].复旦学报(社),2005,(4):120-125
[207]沈洪涛,沈艺峰.公司社会责任思想起源与演变[M].上海:上海人民出版社,2007
[208]孙健敏,姜凯丰.中国背景下组织认同的结构——一项探索性研究[J].社会学研究,2009(1),184-218
[209]吴明隆. SPSS统计应用实务——问卷分析与应用统计[M].北京:科学出版社,2003
[210]王保树.商事法论集(第二卷) [C].法律出版社,1997
[211]王慧静.电信运营企业员工视角下的企业社会责任研究[D].北京邮电大学,2008
[212]王晶晶.民营企业履行员工社会责任的评价指标及现状分析[J].人力资源管理:学术版,2009
[213]谢凌玲.人力资源管理实践的影响因素[J].经济管理,2007,(13),015
[214]袁声莉.中小企业对员工履行社会责任的现状与相关因素分析[J].湖北经济学院学报,2008(6),98-102
[215]姚先国,盛乐.乡镇企业和国有企业经济效率差异的人力资本产权分析[J].经济研究,2002.3
[216]姚先国.民营经济发展与劳资关系调整[J].浙江社会科学,2005(2),78-86
[217]杨蕾.公司对员工社会责任的实现机制——从公司治理的角度研究[D].中国政法大学,2007
[218]杨瑞龙.论职工参与企业治理的经济学逻辑[J].经济学动态,2005(5),25-29
[219]杨文.企业对员工的责任-员工态度与工作绩效研究[D].陕西师范大学,2008
[220]杨义芹.对马克思主义管理二重性理论的再认识[J].天津市工会管理干部学院学报,2002(3),23-27
[221]叶民强.双赢策略与制度激励——区域可持续发展评价与博弈分析[M].北京:社会科学文献出版社,2002
[222]易定红.西方劳动经济学两大流派的比较[J].中国人民大学复印报刊资料,劳动经济,2001,(2).
[223]殷格非,等.责任竞争,贡献中国[J].WTO经济导刊,2006(5)
[224]赵涛,刘保民,朱永明.基于员工权益的企业社会责任评价体系探讨[J].郑州大学学报(哲),2008(2)80-82
[225]赵小仕,陈全明.论劳动关系中的企业社会责任[J].当代财经,2008(2),69-73
[226]张车伟,薛欣欣.国有部门与非国有部门工资差异及人力资本贡献[J].经济研究,2008(4),15-25
[227]张华,席酉民,丁琳.社会网络对个体创造力的作用机理研究[J].科学学与科学技术管理,2008(10)185-191
[228]张建武,高松茂.《劳动合同法》对劳动力市场的影响分析[J].中国人口科学,2009(2)
[229]张金昌.国际竞争力评价的理论和方法[M].北京:经济科学出版社2002
[230]张连营,秦沛.从社会责任国际标准看中国建筑企业社会责任管理体系的构建[J].天津大学学报(社),2007,9(5):416-419
[231]张明.入世后中国企业社会责任研究[D].复旦大学,2007
[232]张忠.全球企业社会责任运动和我国的对策[J]..前沿.2005,(6):47-48
[233]郑海东.企业社会责任行为表现:测量维度,影响因素及对企业绩效的影响[D].浙江大学,2007
[234]郑敏.雇主品牌战略研究[D].上海社会科学院,2008
[235]周延风,罗文恩,肖文建.企业社会责任行为与消费者响应——消费者个人特征和价格信号的调节[J].中国工业经济, 2007(3),62-69
[236]徐小洪.冲突与协调——当代中国私营企业劳资关系研究[M].北京:中国劳动和社会保障出版社, 2004
[237]朱晓妹,王重鸣.中国背景下知识型员工的心理契约结构研究[J].科学学研究, 2005(1),118-122
[238]中国社会科学院语言研究.现代汉语词典[M].北京:商务印书馆.1973
[239]人民网.温州出资补贴培训民营企业接班人引关注[EB/DL].[2010-01-18] http://news.sina.com.cn/c/2010-01-18/040519488002.shtml
[240]WTO经济导刊.2006中国企业社会责任十大事件[EB/DL]. 2007-1-21.http://syntao.com/Page_Show.asp?Page_ID=3588#_Toc157138885
[241]新京报中国慈善榜黑名单“流产”未公布捐款不到位企业. [EB/DL].[http://news.xinhuanet.com/politics/2009-04/25/content_11252805.htm
[242]中国人大网.全国人大关于检查《中华人民共和国劳动合同法》实施情况报告[EB/OL]. 2009-01-05, http://right.workercn.cn/contentfile/2009/01/05/143114288449471.html
[243]中国网.劳动合同法高调出台企业你的勇气在哪里. [EB/DL].[ 2007-07-10]http://finance.sina.com.cn/review/20070710/15033770726.shtml
[244]国际劳工组织. http://www.ilo.org/global/lang--en/index.htm
[245]SA8000标准. http://www.sa-intl.org/index.cfm?fuseaction=Page.ViewPage&PageID=937
[246]哥本哈根社会心理问卷. http://www.arbejdsmiljoforskning.dk/Sp%C3%B8rgeskemaer/Psykisk%20arbejdsmilj%C3%B8.aspx?lang=en or,http://www.arbejdsmiljoforskning.dk/upload/copsoq/uk/copsoq_ii_short_questionnaire_english.pdf or.http://www.arbejdsmiljoforskning.dk/upload/english_copsoq_2_ed_2003-pdf.pdf
[247] www.Corporate Register.com
[248]欧洲企业社会责任协会, http://www.csreurope.org/
[249]薛薇.spss统计分析方法及应用[M].北京:电子工业出版社,2007
[250]ISO26000.?http://www.iso.org/iso/catalogue_detail?csnumber=42546
[251]中国工业经济联合会(CFIE).2010中国工业经济行为企业社会责任报告发布会[R].2010会刊
[252]社科院:国企社会责任指数仍优于民企和外企[EB/DL]]. 2010-11-3. http://finance.sina.com.cn/roll/20101103/09178892020.shtml
[2]D.Abreu, D.Pearce. Bargaining, Reputation and Equilibrium Selection in Repeated Games [Z].Working Paper,2002
[3]Albinger, H.S.,Freeman, S. J. Corporate Social Performance and Attractiveness as an Employer to Different Job Seeking Populations[J]. Journal of Business Ethics, Vol. 28 (3), 2000, 243-253.
[4]Appelbaum,E. , Bailey, T., P.Berg, AL. Kalleberg. Manufacturing Advantage: Why High-Performance Work Systems Pay Off[M].Ithaca, NY: Cornell University Press,2000.
[5]Argyris C. Understanding Organizational Behavior[M].London: Tavistock Publications,1960
[6] Baron, RM. Kenny. DA.. The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations[J].Journal of personality and social psychology, 1986,51:1173-1182
[7]Boddy, CR., Ladyshewsky, RK., Galvin. P..The Influence of Corporate Psychopaths on Corporate Social Responsibility and Organizational Commitment to Employees[J].Journal of Business Ethics, 2010 ,97,1-19
[8]Berry,L.L. , Parasuraman ,A. Marketing Services: Competing through Quality[M]. New York: The free Press, 1991
[9] Becker, BE., Huselid, MA. High-Performance Work Systems and Firm Performance: A Synthesis of Research and Managerial Implications. In Research in Personnel and Human Resources Management Volume 16, edited by Gerald R. Ferris, pp. 53–102. Stamford, CT: JAI Press. 1998a.
[10]Blasi, JR.,Kruse, DL.. High-Performance Work Practices at Century’s End[J]. Industry relations, 2006(4):547-580
[11]Bowen,H.R. Social Responsibilities of the Businessman[M].NewYork: HarPer&RoW,1953
[12]Bowie,N. Could Collective Bargaining and Labor Relations Be Less Adversarial? [J]. Journal of Business Ethics,1985,(4):91
[13]Bowie,.N. Empowering People as an End to Business[M].The Netherlands: Kluwer Academic Publisher,1991,105-112
[14]Burke,L,Logsdon,J.M. How Corporate Social Responsibility Pays off[J]. Long Range Planning,1996:29(4):495-502
[15]Budd, J.W. . Employment with a human face: balancing efficiency, equity, and voice [M]. Cornell University Press, 2004
[16]Carlson, DS., PL Perrewé. The role of social support in the stressor-strain relationship: An examination of work-family conflict[J].Journal of Management, 1999 (4) 513-540
[17]Carson,T.,Wokutch,R.,Murrmann,K. Bluffing in Labor Negotiations: Legal and Ethic Issues[J]. Journal of Business Ethics,1982,(1):13-22
[18]Carroll,A.B. A Three一Dimensional Conceptual Model of Corporate Performance[J]. Academy of Management Review,1979,4(4):497-505
[19]Carroll,AB. The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders[J].Business horizons, 1991(4),39-48
[20] Casey, I., Kochan, TA.,D.Levine,C.Olson,G.Strauss. What works at work: overview and assessment[J].IndustrialRelations,1996(3):356-374.
[21]Casey, I. , K.Shaw, G.Prennushi. The Effects on Human Resource Management on Productivity[J]. American Economic Review 1997(87):291–313.
[22]Ciulla,.J.The Working Life[M].New York:Random House Times Books,2000,226
[23]Clarkson MBE. A Stakeholder Framework for Analyzing and Evaluating Corporate Social Performance[J]. Academy of Management Review,1995,20(1):92-117
[24]Collins,C.J., Clark,K.D. Strategic human resource practices, top management team, social networks, and firm performance: the role of human resource practices in creating organization competitive advantage[J]. Academy of Management Journal,2003(6),740-751
[25]Combs,J.,Yongmei, L., Hall,A.,Ketchen,D.. How much do high-performance work practices matter? A meta-analysis of their effects on organization performance[J]. Personnel Psychology, 2006, 59, 501–528
[26]Cooke,WN. Labor-management cooperation: new partnerships or going in circles?[M].Upjohn Press, 1990
[27] Davis,K. Blomstrom,RL. Business, society, and environment: Social power and social response[M]. MCgraw-Hill Company,1971
[28]Delaney.J.T, Huselid.M.A. The impact of human resource management practices on perceptions of organizational performance [J].Academy of Management Journal ,1996,39: 949-969.
[29]Delaney, JT., Godard,J.. An industrial relations perspective on the high-performanece paradigm[J].Human resource management review,2001(11):395-429.
[30]De Colle,S,Gonella,C. The Social and Ethical Alchemy: An Integrative Approach to Social and Ethical Accountability[J].Business Ethics: A European Review, 2002,11(1):86-96
[31] Doeringer , P , B. , Piore , M , J.. Internal Labor Markets and Manpower Analysis[J].Lexington,Mass: D.C. Health and C.,1971
[32]Elias, R. Z.. An Examination of Business Students’Perception of Corporate Social Responsibilities Before and After Bankruptcies[J].Journal of Business Ethics, Vol. 52 (3), 2004, 267-281.
[33]Epstein,M.J,Roy,M.J. Sustainability in Action: Identifying and Measuring the Key Performance Drivers[J]. Long Range Planning,2001,34:585-604
[34]Etzioni, A. The Moral Dimension [M]. New York: Free Press, 1988
[35] Elkington,J. Partnerships from cannibals with forks: The triple bottom line of 21st century business[J]. Environmental Quality Management, 1998(8),37-51
[36]Folger, R., & Skarlicki, D. P. (2008). The evolutionary bases of deontic justice. In S. W.Gilliland, D. P. Skarlicki, & D. D. Steiner (Eds.), Justice, morality, and social responsibility[M].Charlotte, NC: IAP Inc. 29-62
[37] Francis, H. ,Keegan, A. The changing face of HRM: in search of balance[J]. Human Resource Management Journal, 2006,16, 231–249.
[38]Freeman R E. Strategic Management: A Stakeholder Approach[M]. Pitman: University Of Minnesota.1984,25
[39] Frank, RH. What price the moral high ground?[J].Southern Economic Journal, 1996(7),1-17
[40]Gini,A,.R. My job My self[M].New York:Routledge,2000,53
[41] Galbraith,JK. The new Industry state[M].Boston: Houghton Mifflin Company , 2nd ed,1971,70-71
[42]Guest D E. Is the psychological contract worth taking seriously? [J].Journal of organizational behavior,1998,19:649-664
[43] Godard, J. ,Delaney, JT. Reflections on the“high performance”paradigm’s implications for industrial relations as a field[J]. Industrial and Labor Relations Review, 2000,53, 482–502.
[44]Griffin, J. J., and J. F. Mahon 1997 The corporate social performance and corporate financial performance debate: Twenty five years of incomparable research[J]. Business and Society, 36(1), 5-31.
[45] Grossman, SJ., Hart. OD. Implicit contracts under asymmetric information[J]. Quarterly Journal of Economics,1983,98(10):123-156
[46]Godard, J. A critical assessment of the high-performance paradigm[J]. BritishJournal of Industrial Relations, 2004,42, 349–378.
[47]Hiroshi O , Mami K..Reforming Corporate Governance and Employment Relations[J].Japanese labor review,2005(4),58-80
[48]Hiroshi Osano, Mami Kobayashi, Reforming Corporate Governance and Employment Relations[EB/DL].www.jil.go.jp/english/documents/JLR05_osano.pdf.
[49] Haley-Lock,A. Up close and personal: employee networks and job satisfaction in a human service context[J]. Social Service Review, 2007,22-46
[50]Hemingway, C. A.&Maclagan, P. W. Managers' Personal Values as Drivers of Corporate Social Responsibility [J]. Journal of Business Ethics, 2004, 50(1):33
[51]Herzberg,F.B. One More Time: How do you Motivate Employees? [J].Harvard Business Review,1987,65(4):109-120
[52] Huselid, MA.. The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance[J]. Academy of Management Journal 1995,38(3):635–672.
[53]Igalens,J.& Gond,J.P. Measuring corporate Social performance in France: A Critical and Empirical Analysis of Arese Data[J]. Journal o f Business Ethics,2005,56(2):131-148
[54]Jackson, C. and Bundgard, T..Achieving Quality in Social Reporting: The Role of Surveys in Stakeholder Consultation[J]. Business Ethics: A European Review, Vol. 11, 2002, 253-259.
[55]JT. Dunlop. Industrial Relations System[M].New York; Henry Holt,1958
[56]Kara A.,Nick T.,Julian B. Transformational Leadership and Psychological Well-being: The Mediating Role of Meaningful Work[J].Journal of Occupational Health Psychology,2007,12(3):193–203
[57]Karen S. C., Elizabeth G. O.. Employees: The key link to corporate reputation management[J]. Business Horizons (2006) 49, 293—302
[58]Kaufman, B. The Origin and Evolution of the Field of Industrial Relations in the United States[M].Ithaca, NY: ILR Press.1993.
[59]Kaufman.BE. Human Re-sources and Industrial Relations Commonalities and Differences[J]. Human Resources Management Review,2001,11;339-374
[60]kaufman, BE..The Future of Employment Relations: Insights from Theory[J]. working paper, Georgia State University,2010
[61]Kochan,TA. Adapting Industrial Relations to Serve Knowledge-based Economies[J]. Journal of Industrial Relations, 2006,7-20
[62]Kochan,TA. Katz,HC. McKersie,R. The transformation of US industrial relations[M]. New York: Basic Books,1986.
[63] Lazear,E. P.,Rosen,S. Rank-order Tournaments as OptimumLabor Contract[J].Journal of Political Economy,1981,89:841-864
[64]Mackey, A., Mackey, T. B., & Barney, J. B.. Corporate social responsibility and firm performance: Investor preferences and corporate strategies[J]. Academy of Management Review, 2007,32, 817-835.
[65]Margolis J., H. Elfenbein et J. Walsh.. Does it pay to be good? A meta-analysis andredirection of research on the relationship between corporate social and financial performance[Z].Working paper Harvard University. 2007
[66]Marcus H. Sandver, Labor Relations; Process and Outcomes[M]. Boston; Little, Brown and Company, 1987,26-34.
[67]Martin,M. Meaningful Work[M].New York:Oxford University Press,2000,28
[68]Morsing, M. Strategic CSR Communication: Telling others how good you are[J].in Management Models for Corporate Social Responsibility ,2006, Part 6, 238-246
[69] McClelland,DC. Human motivation[M].Cambridge University Press,1987
[70] McClelland,DC. Toward a theory of motive acquisition[J]. American Psychologist, 1965;
[71]Mcguire,JB Sundgren,A. Schneeweis,T. Corporate social responsibility and firm financial performance[J]. Academy of Management Jourrial,1988(31),954-872
[72]McWilliams A,Siegel D. Corporate Social Responsibility: A Theory of the Firm Perspective[J]. Academy of Management Review,2001,26(1):117-127
[73] Paauwe, J. Boselie, P. HRM and performance: what next?[J]. Human Resource Management Journal,2005,15, 68–83.
[74]Pall,A D. Legal Enforcement of Corporate Social Responsibility within the EU[R]. 8 Colum. J. Eur. L. 2002,529
[75]Pateman,c. Participation and Democratic Theory[M]. Cambridge: Cambridge University Press,1970
[76]Pietra Rivoli. Labor Standards in the Global Economy: Issues for Investors[J]. Journal of Business Ethics,2003,43:223–232
[77] Porter,ME., Kramer MR. Strategy and Society: The Competitive Advantage of Corporate philanthropy[J].Harvard Business Review, 2002,(12):R0210D
[78] Porter, ME., Kramer MR. The link between competitive advantage and corporate social responsibility[J]. Harvard Business Review, 2006(12),78-93
[79]Post,F. Collaborative Collective Bargaining: Toward an Ethically Defensible Approach to Labor Negotiations[J]. Journal of Business Ethics,1990,(9):495-508
[80]Preston, Lee E, O'Bannon, Douglas P. The Corporate Social-Financial Performance Relationship: A Typology and Analysis[J]. Business and Society, 1997, 36(4):419-429
[81]Rashid, M. Z. A.&Ibrahim, S. Executive and Management Attitudes towards Corporate Social Responsibility in Malaysia [J]. Corporate Governance: The International Journal of Effective Board Performance, 2002, 2(4): 10-16
[82] Raubenheimer,K. A Research Note: Employee-focused Corporate Social Responsibility Reporting in the Banking Industry[J].New Zealand Journal of Employment, 2008(3)
[83] Robinson,S., Kraatz, M., Rousseau, D. Changing obligations and the psychological contract: A longitudinal Study[J].Academy of Management Journal. 1994, 37-52.
[84] Robbins,S.P. Organizational Behavior[M]. London: Prentice Hall,1989
[85]Roman, R., S. Hayibor and B.A. Agle (1999). The Relationship Between Social and Financial Performance[J]. Business and Society, 38(1), 109-125.
[86] Rousseau, DM. New hire perceptions of their own and their employer's obligations: a study of psychological contracts[J].Journal of Organizational Behavior, 1990,11-28.
[87]Rousseau DM. Psychological contracts in organizations: Understanding written and unwritten agreements[M].California:Sage,1995
[88]Will Ruch: What Your Employer Brand Can Do For You[J].Dynamic Business Magazine, 2001(5).
[89]Rupp, D. E., Williams, C., Aguilera, R.. Increasing Corporate Social Responsibility through Stakeholder Value Internalization (and the Catalyzing Effect of New Governance): An Application of Organizational Justice, Self-Determination, and SocialInfluence Theories, In M. Schminke (Ed.). Managerial ethics: Managing the psychologyof morality. Routledge/Psychology Press(in press).
[90]Rupp, D. E., Ganapathi, J., Aguilera, R. V., & Williams, C. A.. Employee reactions to corporate social responsibility: An organizational justice framework[J]. Journal of Organizational Behavior,2006,27, 537-543.
[91]S G?chter, E Fehr .Social norms as a social exchange[J].Swiss Journal of Economics and Statistics,1997,133,275-292
[92]RS Schuler, SE Jackson, J Storey. HRM and its link with strategic management[J]. Human resource management, 2001,
[93]Salamon,M..Industrial relations: theory and practice[J]. Financial Times/Prentice Hal,2000,
[94]Jeff rey Pfeffer. The human equation[J ].Executive Excellence ,1998 ,15 (6) : 9 - 10
[95]Saroj Parasuraman,Jeffrey H.Greenhaus.Toward Reducing Some Critical Gap sin Work-family Research[J]. Human Resource Management Review,2002,(12):299-312
[96]Schuler,R., Jackson,S.E. Strategic human resource management—a reader[M].Blackwellpublishers.itd.1999
[97]Sen, S., Bhattacharya, C. B., & Korschun, D. (2006). The role of corporate social responsibility in strengthening multiple stakeholder relationships: A field experiment[J].Journal of the Academy of Marketing Science, 34, 158-166.
[98]Shay,s. Tzafrir,.A universalistic perspective for explaining the relationship between HRM practices and firm performance at different points in time[J]. Journal of managerial phyology,2006(2),109-130
[99]Schein E H.Organizational psychology(3rd ed).New Jersey:Prentice-Hall,1980
[100]Schwartz,MS Carroll,AB. Corporate social responsibility: A three-domain approach[J].Business Ethics Quarterly, 2003,65-78
[101]Setesr,RM. problem in the measurement of organizational effectiveness[J]. Administrative science quarterly,1995,20;549.
[102]Smith,N.C.Corporate Social Responsibility: Whether or how? [J].California Management Review,2003,45(4):52-76
[103]Soloman, R., & Hansen, K. It's good business[M]. New York: Atheneum,1985.
[104]Stewart, PA., From the Heart: An Employee Based Corporate Model of Social Responsibility[J].Applied Research Projects. 1996, 171.
[105]O’Sullivan, K. Virtue Rewarded–Companies Are Suddenly Discovering the Profit Potential of Social Responsibility[J]. CFO Magazine, 22, October, 2006, 46-52
[106]Stanley E. Seashore. Criteria of Organizational Effectiveness[M]. Michigan Business Review,1965
[107]Thomas, A. S.&Simerly, R. L. Internal Determinants of Corporate Social Performance: The Role of Top Managers [J]. Academy of Management Journal. Briarcliff Manor, 1995:411-415
[108]Tsui, AS, Pearce, Porter, Tripoli Alternative approaches to the employee-organizational relationship: Does Investment in Employee pay off? [J]. Academy of management Journal. 1997, 40
[109] Toulson, P., M. Smith. The Relationship between Organizational Climate and Employee Perceptions of Personnel Management Practices[J].Public Personnel Management, 1994
[110]Ullmann, A. A. Data in Search of a Theory: A Critical Examination of the Relationships among Social Performance, Social Disclosure, and Economic Performance of U.S. Firms [J]. Academy of Management Review. 1985, 10(3):540-557
[111]UNEP-Fi & Mercer (2007). Demystifying responsible investment performance. A review of key academic and border research on ESG factors[Z].
[112]Valentine, S., & Fleischman, G.. Ethics programs, perceived corporate social responsibility and job satisfaction[J].Journal of Business Ethics, 2008, 77, 159-172.
[113] Venkatraman N, Ramanujam V. Measurement of business performance in strategy research :A companion of Approaches[J] . Academy of Management Review, 1996, 11(4); 801-814.
[114]Vablen,T,The theory of business enterprise[M]. New York: C. Scribner’s Sons,1904
[115]Vroom, V.H., Work and Motivation[M]. Wiley, New York. 1964.
[116]Waddock,Sandra A.,Charles Bodwell,Samuel B.Graves. Responsibility: The New Business Imperative[J].Academy of Management Executive,2002,16(2):132-148
[117]Wood,D.J. Corporate Scial Performance Revisited[J].Academy of Management Review,1991,16(4):691-718
[118]Wright,P.M. , McMaha,C. Theoretical perspectives for strategic human resource management [J]. Journal of Management,1992,18
[119] Wright,PM,,Dunford B B, Snell S A. Human Resources and the Resource Based View of the Firm [ J]. Journal of Management, 2001, 27(6): 701-721.
[120]阿马蒂亚·森.经济学与伦理学[M].北京:商务印书馆,2000
[121]阿奇·B·卡罗尔.企业与社会伦理与利益相关者管理[M].北京:机械工业出版社.2004,45-46
[122]巴德.人性化的雇佣关系:效率、公平与发言权之间的平衡[M].北京:北京大学出版社,2007
[123]查尔斯·汉迪.周旭华译.觉醒的年代[M].北京:中国人民大学出版社,2007,13
[124]大卫.H.梅斯特.说道做到——提高公司执行力的管理方法[M].哈尔滨:哈尔滨出版社,2003
[125]法约尔.工业管理与一般管理[M].北京:中国社会科学出版社,1998,38
[126]吉尔·所罗门、阿瑞斯·所罗门著,李维安、周建译.公司治理与问责制[M].洽尔宾:东北财经大学出版社2006, 215
[127]吉利,梅楚尼奇.组织学习、绩效与变革一战略人力资源开发导论[M].北京:中国人民大学出版社,2005
[128]马歇尔著.廉运杰译.经济学原理[M].北京:华夏出版社,2005
[129]马克斯·韦伯.新教伦理与资本主义精神[M].南宁:广西师范大学出版社,2007
[130]中共中央马克思恩格斯列宁斯大林著作编译局.马克思恩格斯全集(第1卷) [M].第二版,北京:人民出版社,2005
[131]穆素著,管毅平译.讨价还价理论及其应用[M].上海:上海财经大学出版社,2005
[132]罗伯特·卡普兰,大卫·诺顿.平衡记分卡一化战略为行动[M].广州:广东经济出版社
[132]佩因著,杨涤等译.公司道德一高绩效企业的基石[M].北京:机械工业出版社,2004.1.
[133]乔治.恩德勒.国际经济伦理[M].北京:北京大学出版社,2003,280-281
[134]斯密.国民财富的性质和原因的研究[M].北京:商务印书馆,1997
[135]斯密著,谢宗林译.道德情操论[M].北京:中央编译出版社,2008
[136]托马斯,等.管理的现在和未来-MIT斯隆管理学院的观点[M].北京:中国劳动社会保障出版社,2005年
[137]托马斯,唐纳森,托马斯,邓菲.有约束力的关系——对企业伦理学的一种社会契约论的研究[M].上海:上海社会科学院出版社,2001
[138]瓦莱丽.萨瑟兰,卡里.库珀.战略压力管理——组织的方法[M].北京:经济管理出版社,2003,1
[139]希尔,琼斯.战略管理[M].北京:中国市场出版社.2007.7.1.375
[140]詹姆斯·E·波斯特,安尼·T·劳伦斯,詹姆斯·韦伯.企业与社会:公司战略、公共政策与伦理[M].北京:中国人民大学出版社,2005.11.1,381
[141]彼得斯,沃特曼著,北京天下风经济文化研究所译.追求卓越[M].北京:中央编译出版社; 2000
[142]白文星.国有企业对员工社会责任的法社会学分析[D].四川大学,2005
[143]常凯,编.劳动关系.劳动者劳权一当代中国的劳动问题[M].中国劳动出版社,1995
[144]常凯,陶文忠.人力资源管理与劳动关系调整[J].中国人力资源开发,2006(8),4-10.
[145]陈加洲,凌文辁,方俐洛.组织中的心理契约[J].管理科学学报,2001,4(2):74-78
[146]陈军.企业组织绩效评估模型研究[D].东北林业大学,2006
[147]陈淑妮,裴瑞芳.员工社会责任的企业人力资本投资策略探析[J].中国经贸导刊, 2010(12),58
[148]陈宏辉,贾生华.企业利益相关者三维分类的实证分析[J].经济研究,2004,(4):80-90
[149]陈留彬.中国企业社会责任理论与实证研究[D].山东大学,2006
[150]程延园.员工关系管理的基本内涵[J].中国劳动,2004(4),31-32
[151]程延园.劳动关系[M].中国人民大学出版社,2003
[152]程延园.员工关系管理[M].上海:复旦大学出版社,2004
[153]陈加洲.中国员工心理契约研究[D].中科院心理所,2001:34-38
[154]崔明华.民营经济:一个内涵不确定的概念[J].合肥工业大学学报(社会科学版),2006(5),32-35
[155]董保华,杨杰.劳动合同法的软着陆——人力资源管理的影响与应对[M].北京:中国法制出版社, 2007
[156]段联合.人本管理与国有企业员工流动相关研究[D].武汉大学,2003
[157]范健,张萱,德国法中雇员参与公司决策制度比较研究[J].外国法译评,1996(3),4
[158]风笑天,等:私营企业劳资关系研究[M].华中理工大学出版社,2000
[159]冯小宁.企业社会责任与竞争力研究[D].首都经济贸易大学,2008,106
[160]费孝通.江村经济[M].商务印书馆,2004
[161]王小波.人力资源开发中的工会社会责任与和谐劳动关系构建[J].公共行政与人力资源,2009(4),39-41
[162]郭虹.企业社会责任:进入WTO后中国企业面临的新问题[J].天府论坛,2002(3),76-80
[163]郭小龙,李剑,谢舜.员工管理[M].企业管理杜出版,2008
[164]郭志刚.无边界组织下雇佣关系研究[D].西南财经大学,2007
[165]韩翼.雇员工作绩效结构模型构建与实证研究[D].华中科技大学,2006
[166]何发平.西方劳动关系研究的衰落与复兴探析[J].山东社会科学,2008(4),67-70
[167]黑启明.劳动关系研究十大从本范畴的科学界定[J].理论与现代化2004(6)
[168]黑启明.论近代西方劳动关系理论发展的历史轨迹[J].河南大学学报(社),2006(2),54-59
[169]侯杰泰,温忠麟.成子娟结构方程模型及其应用[M].教育科学出版社,2004
[170]胡斌.群体行为的定性模拟原理与应用[M].华中科技大学出版社,2006(9)
[171]胡敏,盛革.卓越组织绩效模糊综合评价[J].统计与决策, 2007,(17),158-159
[172]胡学勤,等.劳动经济学[M].北京:中国经济出版社,2007
[173]黄蕾.企业员工社会责任管理研究[D].湖南大学,2008
[174]黄蕾.试论中国企业员工社会责任管理的类型及其影响因素[J].华东经济管理, 2009(4),87-90
[175]黄孟复.中国民营企业劳动关系状况调查[M].北京:中国财政经济出版社,2008
[176]黄逸群.创业女性工作家庭平衡及其对绩效影响机制研究[D].浙江大学,2007
[177]姜启军.浅析企业社会责任战略管理和实施[J].江淮论坛,2007,(2):42-46
[178]姜万军,杨东宁,周长辉.中国民营企业社会责任评价体系初探[J].统计研究, 2006(7),32-36
[179]孔德威.西方国家劳动力市场灵活化改革的理论分析[J].商业研究,2006(19),144-147
[180]黄河涛,赵健杰.经济全球化与中国劳动关系重建[M].北京:社会科学文献出版社, 2007
[182]赖慧文.“法家治企,儒家待人”——东方文化与企业经营管理之道[J].华东经济管理,2006(9),103-105
[183]雷振华,阳秋林.社会责任视角下的员工责任指标设计研究[J].内蒙古财经学院学报(社), 2010,10-13
[184]李长贵.组织行为[M].华泰图书出版社1998,60
[185]李丽.国际贸易的新屏障—社会责任管理体系(SA8000) [J].中国纺织,2003,(12):58-60
[186]李琼.劳动经济学研究的新进展[J].兰州大学学报(社),2007(4),113-117
[187]李艳华.中国企业社会责任研究[D].暨南大学,2006
[188]李燕凌.基于员工劳动保护的企业社会责任研究[D].湖南农业大学,2006
[189]李忠鹏,雷佑新.企业劳动者权益:从虚化到归位[J].社会科学研究,2005,(6):34-38
[190]林巧燕,吴静静.企业社会责任承担对员工行为的影响[J].统计与决策, 2009
[191]刘澄,张均东,杨永芳.地域文化对跨地域企业经营绩效的影响及对策[J].技术经济与管理研究,2008(2),30-32
[192]刘善仕,刘辉健,翁赛珠.西方最佳人力资源管理模式研究[J].外国经济与管理,2005,(03) ,33-39
[193]刘湘国.《劳动合同法》对民营企业实际影响的调查[J].北京劳动保障职业学院学报,2009(2),13-16
[194]卢静.中国民营企业人力资源战略创新[D].厦门大学,2007
[195]卢涛,王志贵.基于员工视角的企业社会责任对组织认同的影响研究[J].湖北社会科学, 2009(8),88-92
[196]罗勇成.员工参与治理的研究综述[J].中共云南省委党校学报,2008(2),158-160
[197]卢代富.企业社会责任的经济学与法学分析[M].法律出版社,2002
[198]吕际荣.基于员工角度的企业社会责任研究[J].华北水利水电学院学报(社), 2009(4),48-52
[199]吕英,王正斌,员工感知的企业社会责任与员工满意度关系的实证研究——以西安地区IT和零售企业为例[J].大连理工大学学报(社), 2009(6) ,75-81
[200]龙立荣,方俐洛,凌文栓,组织职业生涯管理及效果的实证研究[J].管理科学学报,2002(8):61-67
[201]钱春海,余佶.员工参与对于预算管理绩效影响的路径分析[J].财贸研究, 2007(3),97-104
[202]侯光明,李存金.管理博弈论[M].北京:北京理工大学出版社,2005
[203]南文化,王映.论员工主体性回归的企业社会责任[J].学术论坛, 2007(6),108-112
[204]彭正龙,王海花.企业社会责任表现与员工满意度对组织即兴效能的影响[J].心理科学, 2010(1),118-121
[205]皮玉志.员工感知的企业社会责任与组织情感承诺关系研究[D].厦门大学,2008
[206]钱箭星,肖巍.社会责任标准(SA8000)与劳动者维权[J].复旦学报(社),2005,(4):120-125
[207]沈洪涛,沈艺峰.公司社会责任思想起源与演变[M].上海:上海人民出版社,2007
[208]孙健敏,姜凯丰.中国背景下组织认同的结构——一项探索性研究[J].社会学研究,2009(1),184-218
[209]吴明隆. SPSS统计应用实务——问卷分析与应用统计[M].北京:科学出版社,2003
[210]王保树.商事法论集(第二卷) [C].法律出版社,1997
[211]王慧静.电信运营企业员工视角下的企业社会责任研究[D].北京邮电大学,2008
[212]王晶晶.民营企业履行员工社会责任的评价指标及现状分析[J].人力资源管理:学术版,2009
[213]谢凌玲.人力资源管理实践的影响因素[J].经济管理,2007,(13),015
[214]袁声莉.中小企业对员工履行社会责任的现状与相关因素分析[J].湖北经济学院学报,2008(6),98-102
[215]姚先国,盛乐.乡镇企业和国有企业经济效率差异的人力资本产权分析[J].经济研究,2002.3
[216]姚先国.民营经济发展与劳资关系调整[J].浙江社会科学,2005(2),78-86
[217]杨蕾.公司对员工社会责任的实现机制——从公司治理的角度研究[D].中国政法大学,2007
[218]杨瑞龙.论职工参与企业治理的经济学逻辑[J].经济学动态,2005(5),25-29
[219]杨文.企业对员工的责任-员工态度与工作绩效研究[D].陕西师范大学,2008
[220]杨义芹.对马克思主义管理二重性理论的再认识[J].天津市工会管理干部学院学报,2002(3),23-27
[221]叶民强.双赢策略与制度激励——区域可持续发展评价与博弈分析[M].北京:社会科学文献出版社,2002
[222]易定红.西方劳动经济学两大流派的比较[J].中国人民大学复印报刊资料,劳动经济,2001,(2).
[223]殷格非,等.责任竞争,贡献中国[J].WTO经济导刊,2006(5)
[224]赵涛,刘保民,朱永明.基于员工权益的企业社会责任评价体系探讨[J].郑州大学学报(哲),2008(2)80-82
[225]赵小仕,陈全明.论劳动关系中的企业社会责任[J].当代财经,2008(2),69-73
[226]张车伟,薛欣欣.国有部门与非国有部门工资差异及人力资本贡献[J].经济研究,2008(4),15-25
[227]张华,席酉民,丁琳.社会网络对个体创造力的作用机理研究[J].科学学与科学技术管理,2008(10)185-191
[228]张建武,高松茂.《劳动合同法》对劳动力市场的影响分析[J].中国人口科学,2009(2)
[229]张金昌.国际竞争力评价的理论和方法[M].北京:经济科学出版社2002
[230]张连营,秦沛.从社会责任国际标准看中国建筑企业社会责任管理体系的构建[J].天津大学学报(社),2007,9(5):416-419
[231]张明.入世后中国企业社会责任研究[D].复旦大学,2007
[232]张忠.全球企业社会责任运动和我国的对策[J]..前沿.2005,(6):47-48
[233]郑海东.企业社会责任行为表现:测量维度,影响因素及对企业绩效的影响[D].浙江大学,2007
[234]郑敏.雇主品牌战略研究[D].上海社会科学院,2008
[235]周延风,罗文恩,肖文建.企业社会责任行为与消费者响应——消费者个人特征和价格信号的调节[J].中国工业经济, 2007(3),62-69
[236]徐小洪.冲突与协调——当代中国私营企业劳资关系研究[M].北京:中国劳动和社会保障出版社, 2004
[237]朱晓妹,王重鸣.中国背景下知识型员工的心理契约结构研究[J].科学学研究, 2005(1),118-122
[238]中国社会科学院语言研究.现代汉语词典[M].北京:商务印书馆.1973
[239]人民网.温州出资补贴培训民营企业接班人引关注[EB/DL].[2010-01-18] http://news.sina.com.cn/c/2010-01-18/040519488002.shtml
[240]WTO经济导刊.2006中国企业社会责任十大事件[EB/DL]. 2007-1-21.http://syntao.com/Page_Show.asp?Page_ID=3588#_Toc157138885
[241]新京报中国慈善榜黑名单“流产”未公布捐款不到位企业. [EB/DL].[http://news.xinhuanet.com/politics/2009-04/25/content_11252805.htm
[242]中国人大网.全国人大关于检查《中华人民共和国劳动合同法》实施情况报告[EB/OL]. 2009-01-05, http://right.workercn.cn/contentfile/2009/01/05/143114288449471.html
[243]中国网.劳动合同法高调出台企业你的勇气在哪里. [EB/DL].[ 2007-07-10]http://finance.sina.com.cn/review/20070710/15033770726.shtml
[244]国际劳工组织. http://www.ilo.org/global/lang--en/index.htm
[245]SA8000标准. http://www.sa-intl.org/index.cfm?fuseaction=Page.ViewPage&PageID=937
[246]哥本哈根社会心理问卷. http://www.arbejdsmiljoforskning.dk/Sp%C3%B8rgeskemaer/Psykisk%20arbejdsmilj%C3%B8.aspx?lang=en or,http://www.arbejdsmiljoforskning.dk/upload/copsoq/uk/copsoq_ii_short_questionnaire_english.pdf or.http://www.arbejdsmiljoforskning.dk/upload/english_copsoq_2_ed_2003-pdf.pdf
[247] www.Corporate Register.com
[248]欧洲企业社会责任协会, http://www.csreurope.org/
[249]薛薇.spss统计分析方法及应用[M].北京:电子工业出版社,2007
[250]ISO26000.?http://www.iso.org/iso/catalogue_detail?csnumber=42546
[251]中国工业经济联合会(CFIE).2010中国工业经济行为企业社会责任报告发布会[R].2010会刊
[252]社科院:国企社会责任指数仍优于民企和外企[EB/DL]]. 2010-11-3. http://finance.sina.com.cn/roll/20101103/09178892020.shtml