Employee engagement in Corporate Social Responsibility focuses on engaging employees in socially responsible initiatives with three major parts of the book: the antecedents that lead to employee engagement in CSR; the processes and opportunities to involve employees; and the impact of the above on employees, the company, non-profit organisations and society. This book contributes to both research and managerial practice by presenting cutting edge knowledge from leading CSR scholars and practitioners.
Corporate Political Activism and Employee Responses
Companies are increasingly making public statements on political issues, elections and government legislation. This chapter examines an overlooked potential consequence of such corporate political activism – employee engagement. We present a framework that identifies three facets which drive employee reactions to activism: the stated rationale of the political position, the extremity of the position, and perceived manager support for activism. The framework distinguishes between ideological engagement and functional engagement, and delineates which facets of corporate political activism affect which form of engagement. Each form of engagement subsequently drives distinct consequences. The chapter concludes with implications for theorists and practitioners.