POZNAŃ UNIVERSITY OF ECONOMICS REVIEW

Volume 13 Number 2 2013

Chung Hee KIM*

Nottingham University Business School, University of Nottingham, Malaysia Campus
Hugh SCULLION
Department of Management, National University of Ireland, Galway, Ireland

The effect of Corporate Social

Responsibility (CSR) on employee
motivation: A cross-national study1

Abstract: This paper examines the importance of employee-centred Corporate Social

Responsibility (CSR) considerations in exploring CSR’s effect on employee work motiva-
tion. It is our contention that beyond CSR’s link to external factors (e.g. PR, philanthropy,
environment and NGOs) predominantly discussed in theory and practice of contemporary
business, we should also consider employee-centred CSR in searching for CSR identity in in-
ternational business. By employing motivational factors drawing upon McClelland’s [1961]
idea of three motives of individuals – the needs for achievement, affiliation and power – this
paper highlights CSR’s impact on employee motivation. An in-depth qualitative research
method approach with the extensive data of the UK and Korea is used to unfold the differ-
ences of this phenomenon between different institutional settings. The results suggest that
although businesses seldom initiate CSR mainly with the aim of facilitating staff motivation,
when businesses evaluate the results, the issue of individual motivation emerges as one of
the main benefits for engaging in CSR. More importantly, our empirical analysis reveals the
importance of complex cultural, institutional and political factors which influences the link
between CSR and motivation across nations.
Keywords: Corporate Social Responsibility; employee motivation; International Human
Resource Management; institutional differences.
JEL codes: J20, M14, M16.

* Corresponding author. Email: chkim1472@gmail.com.

1
The first version of the paper was presented at the 2011 Academy of International Business (AIB)
Conference, June 24–28 2011, Nagoya, Japan.

5
Introduction

Corporate Social Responsibility (CSR) is emerging as a key issue in international

business [Bakan 2004; Werther & Chandler 2005]. Recent economic events (e.g.,
corporate defaults and financial meltdown) highlight the growing significance of
understanding business legitimacy issues in relation to CSR. Thus, businesses rec-
ognize the limit of a problematic discretionary approach towards CSR – without
a holistic corporate strategic vision but with only monetary logic – which cannot
work in the contemporary international market.
The goal of the study is to consider employee-centred CSR in searching for CSR
identity in international business. We suggest that the main problem of current dis-
cretionary approach towards CSR comes from the excessive focus on the subject of
the CSR debate in external affairs such as donations, NGOs, environment, tax ex-
emption benefit and PR, and hence the discussion of CSR in relation to employee-
centred CSR has been lacking and needed. There is growing recognition that effec-
tive management of human resources is a major determinant of success or failure
in international business [Schuler et al. 2002; Stroh & Caligiuri 1998; Scullion &
Starkey 2000]. CSR needs to be adopted in a more holistic way within organizations,
with the consensus of organizational members, in order for it to contribute to the
competitive advantage of businesses [see Cohen 2010; Redington 2005]. Our focus
in this paper is on the effect of CSR on employee work motivation which has been
surprisingly neglected in previous research, but seems to be one of the focal points
in employee-centred CSR discussion. Drawing on an in-depth qualitative method
research approach including 53 extensive interviews in the UK and Korea, we ex-
plore how CSR influences employee work motivation in different institutional set-
tings in Asia and Europe.
We first draw on the work of McClelland [1961] to examine to what extent CSR
works for motivating employees and their needs for achievement, affiliation and
power. We propose that CSR contributes to the internal communications of an
organization and can potentially underpin competitive advantage through syner-
getic action with employee motivation. As a next step, we highlight the major dif-
ferences between the UK and Korea in CSR’s influence to motivate employees and
explain why and how the difference occurs. In searching for the impact of CSR
on employee motivation, one particular phenomenon becomes important: the is-
sue of the single-globalized approach towards CSR and its application to different
cultures. To date the bulk of research and literature on CSR has focused on na-
tional companies, and corresponding literature for different international contexts
has only recently emerged [Gnyawali 1996; Matten & Moon 2008; Meyer 2004].
Therefore, the comparative investigation between two countries and the exami-
nation of international dynamics is useful and timely both for contemporary re-
search and practice.
6
 The major contributions of this study are twofold. Firstly, the study contributes
to the need for a deeper understanding of CSR (inter alia, through employee moti-
vation) and in particular contributes to our understanding of the relationship be-
tween CSR and International HRM [e.g., Cohen 2010; Zappala 2004], which is an
under researched area in International Business. Second, the result of the different
patterns of CSR/employee motivation dynamics which our research highlights seeks
to help international businesses in employing a more strategic approach towards
CSR and the management of local people.

1. Theoretical development

1.1. CSR: where is the employee?

Although CSR is a relatively new area of academic research [Crane et al. 2008],
the recent concern about CSR in academic and practitioner debates reflects that
CSR knowledge is a rapidly evolving stage of development [Lockett et al. 2006,
p. 133]. Economic and management gurus emphasize the necessity and emergence
of CSR [e.g., Carroll & Bucholtz 2003; Chandler 1977; Dunning 2003; Friedman
1970; Porter & Kramer 2002, 2006]. This current stream has spawned numerous
CSR-related research studies with the attention to environment, civil society and
government across the globe.
The CSR debate has two folds. First, CSR has been predominately discussed with
the idea of the Freeman-Friedman twist. Friedman [1970] proposes the idea of max-
imizing profit for the stockholders and strongly argues that the social responsibil-
ity of business is to increase its profits. Whereas, Freeman [1984, 1999] argues that
a firm must satisfy various stakeholders including employees, government and civil
society, going beyond satisfying the shareholders as increasingly firms seek legiti-
macy and recognition in wider society. Second, CSR has been promoted as having
strategic value for firms [Branco & Rodrigues 2006; Porter & Kramer 2006], and
the case for incorporating an awareness of social and political trends into corporate
strategy has become widely accepted. As there is a growing recognition of the need
to address the concerns of a wider range of stakeholders, scholars argue that CSR
is becoming increasingly important to competitive success [Reich 2007; Porter &
Kramer 2006], and that it should be a considered as a form of strategic investment
[McWilliams et al. 2006].
While we highlight the development of the contemporary CSR research area,
we identify a gap in the research in this area. The notion of the significance of the
employee is conspicuously absent from theoretical and empirical debate and it

7
has been raised only recently and briefly [Boddy et al. 2010; De Cieri et al. 2005,
p. 99; Matten et al. 2003; Pinnington et al. 2007]. On the other hand, there has
been a significant amount of research on external stakeholder values: for exam-
ple, in the views of social contribution [Brammer & Millington 2004; Ohreen &
Petry 2011], PR/advertising [Amazeen 2010; Reich 2007, p. 170] and crisis/risk
management [Bauman 2011; Francis & Armstrong 2003]. This paper recognizes
the missing employee in the debate and, therefore, seeks to place employees within
the CSR frame by investigating how CSR works internally in organizations, focus-
ing on employee motivation.

1.2. CSR and employee motivation

Employee is one of the most significant stakeholders [Redington 2005]. However,

the notion of the importance of the employee as a stakeholder is conspicuously ab-
sent from management discussion [De Cieri et al. 2005; Pinnington et al. 2007]. To
overcome the limitation in CSR/stakeholder discussion, we can identify an emerg-
ing niche in the literature where CSR and employees meet: individual work motiva-
tion. Scholars argue that CSR is closely related to HRM [see Cohen 2010; Redington
2005], in particular, that employee motivation in relation to the idea that CSR can be
a tool for capitalizing on many missed opportunities within HRM [Basil & Weber
2006; Branco & Rodrigues 2006; Collier & Esteban 2007; Zappala 2004]. More spe-
cifically, employee motivation is usually discussed based on the notion that workers
are not motivated only by the need for money and that non-financial elements are
also important for employee motivation [Frey 1997].
Motivation is the fundamental question of ‘Why’ in human behavior [McClelland
1987; Deci 1975; Vroom 1964]. We find it hard to explain complex causes and
results of motivation with an early simple theory of human motivation such as
Taylor’s [1972] ‘One best way theory’. In acknowledging Taylor’s limited approach
towards motivation, Maslow’s [1954] ‘theory of the hierarchy of motive’ integrates
a broader approach to motivation and argues that motivation has a hierarchy as
follows: 1) physiological needs; 2) safety needs; 3) belongingness and love needs;
4) esteem needs; 5) need for self-actualization; and ultimately 6) desire to know
and understand, which are cognitive impulses. Contrary to Maslow’s idea of hier-
archy, Herzberg insists upon dual factors which coexist – hygiene versus motiva-
tors. Hygiene refers to primary causes of unhappiness (or dissatisfaction) on the
job that are extrinsic to the job, such as company policy, interpersonal relationships
and working conditions; whereas we have an intrinsic factor, what makes people
happy and motivated in the job, such as achievement, responsibility and recogni-
tion for achievement [Herzberg 1987, pp. 113–120]. It is, therefore, vital and sub-
stantial to investigate complex causes of motivation [Hunter et al. 2000; Boxall &
Purcell 2003] as it drives, orients and selects behaviors [McClelland 1987, p. 226]
8
and fundamentally to examine how it aims at creating organizations in which work-
ers are better satisfied and, according to this school of thought, more productive
[Katzell & Thompson 1990].
It seems that the word ‘motivation’ has been, mainly, discussed through a con-
tinuous debate concerning intrinsic and/or extrinsic motivations [e.g., Porter &
Lawler 1968; Gagne & Deci 2005; De Charms 1968]. The importance of internal
motivation is insisted upon by Katz and Kahn [1978] with the idea that individ-
ual dispositions or personalities are significant determinants of behaviors which
are somewhat consistent over time and across situations [Leonard et al. 1999]. By
contrast, a more controversial approach to motivation research – extrinsic focus
theory – vigorously insists on the criticality of situational circumstances for an in-
dividual’s motivation, attitude and behavior. This view stresses the important at-
tributes of people, their context and their interaction [e.g., Mitchell & James 1989;
Skinner 1969; Davis-Blake & Pfeffer 1989; Zucker 1983]. The two contrasting ap-
proaches have currently begun to combine through eclectic views, i.e. that mo-
tivation and behavior occurs through dynamic reciprocal interactive functions
of both the environment and personality [Leonard et al. 1999; Mitchell & James
1989].
The cornerstone of this combined research on various motives was initiated by
McClelland [1961]. We suggest that the role and result of employee motivation in
conjunction with CSR is predominantly discussed with the notion that workers
are not motivated by the mere need for money and/or personal differences but by
combined causes. Therefore, the idea of McClelland [1961] is drawn upon for this
study among others. McClelland [1961], who believes workers could not be moti-
vated by the mere need for money and/or personality differences, leads this com-
bined research. Working with his colleagues at Harvard University over 20 years,
McClelland envisages three major motives of individuals: the need for achievement,
affiliation and power. The need for achievement is a distinct human motive which is
related to personal responsibility for performance. It is accurately considered as an
‘efficiency’ motive since the notion of doing things well or better involves efficiency
calculations. The affiliation motive is also critical as it is based on human nature’s
basic need or desire to be with other people. It is a person’s need to feel a sense of
involvement and ‚belonging’ within a social group and is related to love, coopera-
tion, conformity and conflict. The need for power is an urge to control the means
of influence. It arises in individuals who have more certainty about the outcome of
their power impulses. It does not always lead to aggression but is an impulse to as-
sertiveness in a highly controlled and regulated modern society. We will draw on
McClelland’s idea as theoretical and methodological prop for this study. To reiterate,
the present paper makes no attempt to resolve the ongoing debate on motivation,
but rather seeks to explicate the role of CSR on employee motivation by employing
McClelland’s [1961] three major motivational needs.

9
1.3. Divergence of people, CSR and motivation

As people have different individual needs [Deci 1975; Katz & Kahnm 1978] and
different environments and situations affect people [David-Blake & Pfeffer 1989;
Skinner 1969; Zucker 1983], the understanding of this complex context and their
interaction is critical to understanding motivation [Mitchell & James 1989]. Anglo-
Saxon countries lead much of the motivation research, and therefore the discussion
is not sufficiently broad enough in coverage to be used in a multi-national (let alone
global) setting, which means these theories do not necessarily apply in different
institutional arrangements [Gunkel 2006]. With deeper examination, we find that
drivers of motivation vary significantly due to a range of institutional factors (e.g.
‘culture’ which affects work-related values of human beings [Hofstede 1982, 1983],
‘societal norms’ which may predict attitudes and aspects of performance that re-
flect intrinsic motivation [Peterson & Ruiz-Quintanilla 2003], and ‘settings of po-
litical economy’ which introduce diverse perspectives of motivating people [Hall &
Soskice 2001]). Therefore, it is necessary to investigate different institutional drivers
for employee motivation in relation to CSR.
CSR performs within the diversity of organizational forms within different insti-
tutional settings and political economies, and hence it contributes to the different
motivational factors of employees. For instance, we highlight big differences in the
institutional framework between liberal market economies (LMEs such as America
and the UK) and coordinated market economies (CMEs such as Germany). Hall
and Soskice argue [2001, pp. 8–15] that in LMEs’ firms and people have a tenden-

3) Can we shed light on the dynamics of CSR-

motivation link in a comparative context?
Different
people, CSR
and
motivation 2) How and to what extent does CSR
affect employee motivations?
– the need for achievement,
CSR’s effect affiliation and power
on
motivation

1) Where is role of
employee in CSR?

CSR

Figure 1. Research questions and conceptual flow

10
cy to coordinate their activities primarily via hierarchies and competitive market
arrangements, whereas, CMEs’ actions depend more heavily on non-market rela-
tionships. Therefore, in LMEs, people tend to be motivated by professional and in-
dividualistic incentives such as personal reputation and disciplinary networking. In
CMEs, by contrast, people are less directly exposed to markets and better pay is rarely
a motivation to change jobs when pay is regulated by central collective agreements.
Overall, our knowledge to date predicts that the impact of CSR on employee
motivation will reflect different approaches depending upon nations’ institutional
settings. From this approach we can build a conceptual flow of the paper and three
research questions: 1) Where is the role of the employee in CSR?; 2) How and to
what extent does CSR affect employee motivation?; and 3) Can we shed light on the
dynamics of CSR-motivation link in a comparative context? (see Figure 1). Our re-
search suggests a more complex and interactive picture of the CSR-motivation in-
tegration within the context of Korea and the UK.

2. Method

2.1. Data collection

We collected the data using multiple methods. The major source of data came from
in-depth semi structured interviews from May 2005 through April 2008. We have,
in total, 53 interviewees: 25 from the UK and 28 from Korea consisting of CSR/
HRM managers, high-ranking officials who decide (international) strategy of the
firm and stakeholders including NGOs, related government officials and academ-
ics who have specialist knowledge in the research area. Participation and observa-
tion were also key methods of collecting data allowing us to act as “insider” to the
research situation. The lead researcher acted as a high level consultant in the CSR
field and facilitated the sharing with interviewees in advance of the formal inter-
view. For example, the lead researcher organized the Korean CSR delegation’s visits
to the UK and vice-versa; prepared speeches on UK CSR to Korean CSR practition-
ers and NGOs; and prepared reports on UK CSR streams for Korean government
projects. Further, we accomplished a broad range of interactive communications
with scholars and practitioners in the UK, Korea and US in relation to theoretical
and empirical investigation throughout the research period.
In addition, we joined various academic and practitioner training programs on
CSR and HRM and also participated in CSR and HRM-related conferences in order
to remain up to date with the main global stream of CSR during this 3-year pro-
ject. CSR issues tend to change according to social and institutional demands such
as the political, economic and community environments of the time. Therefore, we

11
note that updating the stream is critical in this research. We carried out these ac-
tivities in both in the UK and Korea alike since we realized that an ‘equivalence in
data collection procedure’ is crucial for the accomplishment of this national-com-
parative research.
Investigators need to know how to carry out the full variety of data collection
techniques [Yin 2003a, 2003b]. Such a comprehensive approach to data collection
helps us to better understand the perspectives of interviewees and hence create
a highly interactive environment in which the research takes place [Morita 2004].
Therefore, it contributes to the authors being able to pull out reflective and holistic
ideas according to the CSR development process, which seldom happens in gen-
eral survey research.

2.2. Data analysis

The semi-structured interview protocol follows a predetermined interview guide.

The framework of interview is basically composed within the two main themes: 1)
CSR in your nation and company ‒ CSR motive, main driving force, meaning, the
most important factor, assessment, barrier, forward-looking CSR and so on; and 2)
Applying CSR ideas to HRM strategy ‒ the existence of a relationship, the most re-
lated factor, how to communicate with, and motivate employees on CSR and so on.
It is predicted that the framework should provide certain standardized aspects to
the CSR-HRM link. We did not ask specifically/directly on ‘employee motivation’ in
relation to CSR and tried to see the emergence of the link. Also, such an interview
context reminds the interviewer to play a neutral role and never to interject opinion
to a respondent’s answer [Fontana & Frey 2004]. On the other hand, based on the
above research framework, the author tried to allow people to answer more on their
own terms [May 2001] and facilitate broad and interactive discussions between in-
terviewees and interviewer. It is estimated that such a balanced approach should help
the interviewer to understand more contents and contexts for the results analysis.
After the interviews, we developed a coding process with all interview data with
the technical support of CAQDAS (computer-assisted qualitative data analysis soft-
ware) – Nvivo7. We brought together all the material and looked for the emergence
and interaction of each code in terms of CSR and IHRM variables. We assumed that
an important responsibility of the researcher in this exploratory research was the
systematic management of the extensive and scattered data. In contrast to the cod-
ing of quantitative data for some numerical summary to apply a statistical test, the
coding in qualitative analysis is a way of organizing and managing the data [Gibbs
2002]. Therefore, instead of counting and showing the numbers of the code, we
used Nvivo to enable ready access to codes in the context of their surrounding text
and try to understand when and how IHRM issues emerge, focusing on employee
motivation, in the CSR performance.
12
 After exploring the emerging themes, we then accomplished the national-com-
parative analysis by drawing on McClelland’s idea on motivation as a methodological
lens. UK and Korean CSR, and its relationship with employee matters, is investigated
in depth and in a comparative context. These distinct nations, which are located in
Western Europe and East Asia respectively, have their own histories, cultures, in-
stitutions, economic backgrounds, and distinctive peoples. Therefore, we forecast
that the investigation of the two countries’ CSR and its relationship with employee
motivation will provide crucial points through which to understand the different
interpretation on CSR and its link to HRM themes.

3. Findings

In this section, we examine the relationship between CSR and motivation by high-
lighting some key findings based on our comparative empirical data. We confirm
that it is seldom the case that businesses initiate CSR mainly because of facilitating
employee motivation. Rather, CEO’s personal philosophy and external factors (e.g.
NGOs and host government pressure, PR effect, tax benefit and show-up) are the
main drivers of CSR. However, our provocative finding is that when the businesses
‘assess’ the results of CSR, employee motivation emerges as a major outcome/influ-
ence of CSR to organizations. Further, we highlight a sharply contrasting approach
of CSR’s impact on employee motivation between the countries.

3.1. CSR’s effect on motivation

Why employee in CSR and what inspires employees in their work? In the literature
review, we propose to draw on 1) Stakeholder Theory which argues employee as one
of important stakeholders and 2) three-clustered causes of motivation − McClelland’s
[1961] idea of motivation; namely the need for achievement, affiliation, and power
− for empirical analysis.

“It is an interesting perspective that before, we used to focus on financial

rewards. However, people are acknowledging the other kinds of rewards
which are there”.
(Junior manager, Energy industry, UK, 2005)

There is considerable empirical support for the argument that CSR motivates em-
ployees in their work in various ways. The result of one respected survey [KPMG
2005] reinforces the argument that employee motivation is one of the top business
drivers of CSR. The Edinburgh Perspective (2005) reveals that the major role of

13
CSR is to foster the employee’s empowerment. The data supports the argument of
scholars that employee motivation and CSR can be linked [e.g., Basil & Weber 2006;
Zappala 2004]. In order to examine the details in greater depth, we divide apparent
motivation-related dimensions of CSR into McClelland’s three motivational causes:
achievement, affiliation and power.

Achievement. Most of all, CSR develops an employee’s achievement needs and hence
motivates the employee to work. Achievement is related to an individual’s respon-
sibility for performing to expectations and pursuing efficiency [McClelland 1961].
Various themes emerge in a consideration of this area of thought: employees’ pur-
suit of pride, loyalty, fun and happiness, and learning and development. There ap-
pear to be several significant factors related to achievement. Among them, ‘pride’
and ‘loyalty’ are the most vigorously discussed themes in this cluster. Following
them, ‘learning and development’ and ‘fun and happiness’ also often emerged as
vital considerations in the search to motivate people.
An employee’s feeling of pride through engaging in CSR activities is well ob-
served in empirical studies. In this regard, there are also various surveys (such as
employee satisfaction surveys) to assess and promote this. Pride, which is inspired
by a firm’s CSR behavior among other factors, promotes high levels of job satisfac-
tion because it gives people a sense of purpose in their lives. Here is one example:

“We claim to be a world leader in renewable. Well, it’s important for the
environment, it’s important for our profitability because we think that that
gives us an economic competitive advantage for the future. But it’s impor-
tant for our staff. When our staff are out at dinner on a Friday night, and
someone says, ‘who do you work for’? We want them to be able to say our
company loudly with pride, rather than saying, ‘oh, I work for…’ . [low-
ered tones]. We want people to feel that they’re working for a company
that they can be proud of ”.
(Director, Energy industry, UK, 2007)

Pride is closely related to loyalty [Heater 1990]. Loyalty is one of the potential
positive feedbacks from CSR; most CSR practitioners acknowledge and expound
upon the impact of CSR for developing loyalty, even though it is not the primary
intention at the initial stage of CSR implementation.
Another interesting discovery is that CSR can contribute to the ‘fun’ and ‘hap-
piness’ of the employee. One interviewee cites a new word in relation to this – ‘vol-
un-tainment’, a combination of ‘volunteering’ and ‘entertainment’. It is argued that
employees can like their company because they can experience this fun aspect at
their work place. Therefore, visionary companies are regularly checking by various
means whether their employees are happy or not at their work, and how CSR con-
tributes to their happiness; as one interviewee points out:

14
 “This is the employee’s answer to whether they are happy or not. This is the
opinion of our employee and the measure of our success”.
(Senior manager, Energy industry, UK and Netherlands, 2007)

CSR also contributes to staff needs for individual learning and development in
both spiritual and skill-related spheres. As a whole, these related factors work in-
teractively to engender motivation in the work place, as one example of a UK CSR
consultant makes clear:

“It is efficient staff development. Staffs are more productive as they are hap-
pier because they have done something for their community. If they are
happier and healthier, they will come to work more often, so your absences
virtually go down – and you can prove that quite conclusively compared
to where they were before they started doing this. So firms have healthier,
happier staff who are more loyal to the company because they see the com-
pany as being good for helping their community”.
(CSR consultant, UK, 2006)

Affiliation. As well as the achievement element to CSR, the concept significantly

affects the individual’s needs for affiliation. Affiliation is based on human nature’s
basic desire to be with other people, such as a sense of involvement, belonging with-
in a social group, and ‘love’ [McClelland 1961]. Several themes emerge as crucial
in a consideration of this area: family love and unity, sharing emotions and talent,
harmony, unity and so on. Interestingly enough, it has been discovered through
a variety of means that CSR can contribute to employees’ love and unity with their
individual family. CSR can contribute to the family-friendly management [Ingram
& Simons 1995; Wood & de Menezes 2010] and this idea is more predominant and
part of open discussions more frequently in Korea than the UK. We assume that
this family-emphasis phenomenon is closely related to traditional Confucian way
of thinking, the so called ‘family-centred’ life culture. In Korea, there is a particular
emphasis on family values and this heritage has shaped the country’s culture over
time which is still strongly prevalent in the contemporary management of Korean
firms [Hemmert 2009]. For instance, the scheme of volunteering has gone further,
towards family volunteering in Korea.

“The important change in Korea is ‘family volunteerism’. It comes from the

national system of ‘five days in duty’ which has been introduced recently.
This is a big stream of CSR in Korea and desirable change”.
(Professor, University in Korea, 2007)

Love and intimacy between family members can be created through volun-
teering activities. More specifically, by having useful opportunities for whole

15
families to work together, they may gain a  better understanding of why their
husband/wife/father/mother is working and hence increase affinity and intimacy
among the family units. CSR activities contribute to the legitimacy of the em-
ployer [Castello & Lozano 2011; Palazzo & Scherer 2006]. Contrary to Wood and
de Menezes’s [2010] argument on the UK context, this study shows that family
friendly management has a positive relationship with the legitimacy of the or-
ganization in Korean context.
CSR also contributes to an individual’s need for ‘sharing’ of emotion as well as
of their skills [Bruyere & Rappe 2007; Peloza & Hassay 2006, p. 362]. It is empha-
sized in workplaces both in the UK and Korea that emotional sharing has an espe-
cially huge impact on the mentality of employees, as well as that of beneficiaries.
Employees, for the most part, are happy to share their talent from their work with
the community. CSR can develop an employee’s sharing and harmony mindset in
addition to the other psychological advantages outlined above, as proclaimed by
both Korean and British managers:

“Emotion and tears are disseminated quite quickly and broadly for a long
time. Therefore, when you view CSR activities, it is much better for you to
view it with focus on emotional perspective rather than business and profit
focus. In this regard, ‘volunteer activities’ is the most emotional behaviour
and well shows the sincerity of the company. Certainly, the most benefited
are employees and it is closely related to loyalty”.
(Manager, Energy Industry, Korea, 2007)

“There is no one-size-fits-all solution to bring in inspiring and motivat-

ing people onto the sustainability agenda. You need a variety of things.
Different things are inspiring and motivating different people at different
levels. What engages people emotionally? I think it is human interaction”.
(HR Consultant, UK, 2008)

Power. Interestingly, there is little discussion on the need for the ‘power’ of mo-
tivation through CSR activities. With this observation, we presume that people
tend not to consider CSR as a way of aggressive control or as a medium for ex-
erted influence of other colleagues or society. Rather people seek CSR with mild
humanitarian aspects, which is lacking in other management areas. Through
CSR, the employee tries to find human dignity and human value in dry profit-
driven business activities. As one university director who works with business in
the UK points out:

“I think it is kind of humanizing. People who are so busy and so driven

making success of business see our world in a  spiritually uplifting way.

16
 I think that is what we are offering, a sense of humanity towards business.
Our work keeps saying and reminds us of human dignity and values”.
(Director of corporate relations, University, UK, 2006)

Throughout the process of examining the link between CSR and performance,
we highlight that motivating staff is emerging as a key benefit from CSR for many
employers, yet this is often not straightforward to achieve in practice as effective
motivational tools for every individual are different. Moreover, the employee would
like to be respected and developed as a human being, and have the opportunity to
do valuable work at the work place and for the community. Employees are sophis-
ticated at detecting false bravado or illusionary gestures of employers as one mem-
ber of staff of an energy company points out:

“We’re very conscious of not wanting to turn this into a green wash or spin
exercise”.
(Director, Energy industry, UK & Netherlands, 2005)

Employers are increasingly seeking to utilize CSR which positively affects em-
ployee motivation [Basil & Weber 2006; Collier & Esteban 2007]. To encourage
employees’ motivation, firms are processing a variety of events such as regular HR
training or financial incentive schemes. These are important policies and practices,
however, they do not achieve employees’ sense of a shared vision with the organi-
zation in the same manner that can be achieved through a comprehensive CSR
approach. As Harrington [2007] suggests, there is something more than material
benefits that motivates employees. Sharing a similar view, several scholars [e.g.,
Basil & Weber 2006; Zappala 2004] argue that CSR can be one of the most useful
tools to motive employees and this is reiterated by practicing managers both in
Korea and the UK:

“CSR is not only the matter of donating some money to the charities. We
continuously give a chance to 7000 people to create new values and do
something valuable with them through CSR activities. It is a  dignified
work, isn’t it?”
(Senior manager, Construction industry, Korea, 2007)

“There is a whole variety of focus on CSR. Why a HRM focus? Satisfaction

and confidence is built afterwards. You can see it visibly. You can see the
change in their behavior. HR has to endorse it. They absolutely cannot make
it happen. The new link to CSR in any organization, to make it happen, is
the people themselves. We’ve got to do it”.
(Manager, Finance industry, UK, 2006)

17
3.2. Different views on CSR-motivation link

Through an in-depth analysis of CSR’s impact on motivation in the UK and Korean

context, we suggest that there is a fundamentally different approach between the
two countries, the reasons for which will be explored below.

Korea. Koreans are more likely to look for CSR’s work in relation to employee mo-
tivation towards ‘affiliation needs’ of McClelland’s idea [1961], such as loyalty, fam-
ily love, harmony, and sharing. Among them, ‘loyalty to the company or superior’
is the most discussed topic in Korea. More specifically, we reveal one of the main
reasons for ‘the importance of loyalty’ and ‘high-involvement work system’ [Bae
& Lawler 2000] related to CSR – the traditional culture of Korea. Unlike Western
countries, the ethics of work in Confucian countries relies much more upon rela-
tionships, especially in terms of the employees’ relationship with superiors and col-
leagues. Loyalty, diligence, and sincerity are crucial dimensions for Koreans in terms
of conceptualizing work in their lives. Therefore, for Korean businesses, CSR be-
havior such as group volunteering is a useful method, which affects the employee’s
sense of unity and fellow feeling. For Koreans, if they do something together, they
feel that they are performing a meaningful task. If they do something individually,
the value of the task is lessened by some degree.
Beyond finding the typical situation in Korea, we find complex causes of CSR and
people’s motivation which links to interaction of political, institutional and cultural
settings and dynamics. A good example to illustrate this argument is a ‘big Korean
volunteer group’. It is almost a national ‘norm’ for employers in the Korean contem-
porary workplace. The government promotes (even urges) business to engage in
this stream. It is almost a similar situation with the 1960s compulsory mobilization
system for industrial development initiated by the government administration of
that time. One interviewee referred to this typical situation of the complex causes
of CSR as an ‘enforced dumpling’ as follows:

“Why is ‘volunteerism’ so important in Korea? I can say that it is a typi-

cal ‘enforced dumpling’ situation in Korea. It is closely related with the
Korean tradition based on Confucianism… The effect is provided in two
ways – by community and business. However, there must be an econom-
ic, social and political side that we have to consider. Even though we had
the above good traditions in the old days, by passing through the Japanese
Colonial Era and Korean War, many of those social morals and customs
are diluted… Beginning with the 1986 Asian Games and 1988 Olympics,
even though it was rather artificial and official, Korea needed volunteers
and cooperation activities. There were some volunteer activities organized
mainly by the government… It was a totally top-down enforced system…

18
 Even though it is not the intended result, most of all, after the employee
volunteer activities, participants were about to understand the social prob-
lems and learned about the criticality of CSR. Naturally, it developed em-
ployee harmony and loyalty and company image (employee motivation of
loyalty and harmony). Fundamentally, it makes people’s transformation,
so that it was the right decision, I assume. Therefore, ‘volunteerism’ can be
a seed and core of CSR in Korea”.
(Top official, Government-affiliated organization, Korea, 2007)

From the above quotation, it is difficult to say that one factor such as culture
is the main reason for Korea’s typical approach towards CSR’s impact on people.
Instead, we reveal more complex and dynamic reasons of the researched situation
– interaction of political, institutional and cultural settings and dynamics. People’s
behavior and views have been changed according to historical and political change
which significantly affects society’s cultural and economic settings.
Additionally, CSR is uniquely discussed in close relation to the ‘license-to-op-
erate’ arguments. That is, CSR is an essential and efficient tool to get legitimacy not
only from society but also from the employee. For example, volunteerism shows
the sincerity of the company and involves a strong emotional component – in short
it suits the emotional temperament of Korean society and proves more effective in
approaching Korean people. Further, employees in Korea usually want to see their
personal values reflected in their organization [Bae & Lowler 2000]. In effect a sort
of cyclical CSR emergent process takes place – there is an issue of consensus be-
tween employer and employee, which tries to ensure that the policies and efforts of
the employer are developed and built from the values and norms of the individu-
als. Then, the employees get the organization to approve these, which in turn pro-
vides them with legitimacy. The legitimacy does not come down from the top, but
is actually a bottom-up phenomenon. CSR contributes to this phenomenon with
respect to the process of legitimization.

The UK. On the contrary, the UK interviewees talk much more about CSR as a way
of ‘individual development’ and as a strategic business objective. The British are
more accustomed to searching for CSR to advance business objectives and hence
are motivated to see their individual achievement as a result of various CSR sys-
tems which is reflected in their approach to CSR. Employee voice is important for
CSR, and hence employers have to continuously try to recreate the workplace as
a good place for the employees, i.e. as a learning environment, a fun environment,
and dignified workplace. For example, in the words of one UK CSR junior manager,
the UK values individual capability and seeks to create the organizational culture
which gives more empowerment to the employee:

19
 “We are continuously creating an environment within the business that
encourages people to take charge of their own personal and professional
development”.
(Junior manager, Energy industry, UK, 2005)

Through engaging in CSR or community work, a UK business tends to articu-

late what benefit in terms of development is taking place, what the employee gains
from it, as well as how employees develop their skills and prove their motivation.
When it is examined further, we find a variety of related variables which links to
the individual’s achievements such as pride, job satisfaction, and enjoyment. More
specifically, UK businesses tend to believe that CSR is an important part of staff ’s
‘personal development’. It is a useful way to help employees gain the skills they need,
including management skills. It is also about developing a desire for learning by em-
ployees and to encourage firms to become learning organizations.
CSR, as a means of encouraging pride in the organization, is also seen as an im-
portant tool to create a culture of ‘happiness and pride’ for the employees in ques-
tion. Moreover, the employee can be more productive if they are happy because
they feel they have done something positive for their community. As a UK CSR
consultant argues:

“They will come to work more often, so their absences virtually go down –
and you can prove that quite conclusively compared to where they were
before they started doing this”.
(Consultant, CSR consulting organization, UK, 2006)

Likewise, in the UK, CSR also results in high levels of satisfaction because it gives
individuals a sense of purpose in their lives. UK businesses connect CSR with indi-
vidual motivation towards personal achievement. In this sense, CSR is used strate-
gically as part of the company’s training and development programs.
In summary, the empirical analysis endorses the finding in the literature that
CSR works positively in terms of employee motivation. There are, however, limited
explorations of how and to what extent there are divergences among the countries
and these are addressed by our empirical findings. In the Korean context, CSR mo-
tivates employees for mainly affiliation needs, whereas in the UK environment, it
works for individual achievement motivation. We suggest that this result comes
from various political, historical, institutional and cultural reasons, which affect
people’s perceptions and ways of thinking and behaving both in business and in-
dividual life.

20
4. Discussion and conclusion

This paper highlights the weakness of CSR literature in investigating the link of CSR
with employee work motivation. Beyond employees, we purposively selected inter-
viewees as key informants with knowledge and expertise on the issues and hence
can provide significant idea on this newly investigated issues [Patton 1990]. Figure
2 summarizes our key findings. In synthesizing both of our central concepts, it de-
tails CSR’s possible effects on motivation drawing on McClelland’s [1961] idea of
motivation – the need for achievement, affiliation and power which attract a fur-
ther share of research interest.

3) Can we shed light on the dynamics of CSR-

motivation link in a comparative context?
Different
people, CSR
and
motivation 2) How and to what extent does CSR
affect employee motivations?
– the need for achievement,
CSR’s effect affiliation and power
Interaction of political,
on
institutional and cultural
motivation
settings and dynamics

1) Where is role of
Korea – Affiliation needs employee in CSR?
UK – Achievement needs
CSR

When business assess

the result of CSR
performance

Figure 2. CSR’s impact on motivation and its differences

We highlight three main findings. First, the relationship between employee-cen-

tred CSR and employee work motivation is observable. We found various support-
ive evidences and discussed throughout the paper (e.g., KPMG [2005], The City
Edinburgh Council [2005], big Korean volunteer group, typical work motivation
in Confucianism society and many remarks from the UK and Korean employees
and stakeholders). Second, the difference in the link of the two variables between
Korea and the UK is highlighted. – CSR motivates employees for more affiliation
needs in Korea, whereas it works for individual achievement motivation in the UK.
Third, this result comes not from a single factor such as cultural difference but vari-
ous political, historical, institutional and cultural reasons, which affect people’s per-

21
ceptions and ways of thinking and behaving both in business and individual life. In
the next section we consider the implications of our study with respect to theoreti-
cal and empirical developments in international business.

4.1. Empirical implications

Our research makes two distinct empirical contributions. First, our study is one of the
few which empirically explores the link between CSR and employee issues in a com-
parative context. By extending Cohen’s [2010] idea of critical partnership between
HR and CSR, more specifically, we suggest that employees can experience a match
between their own and the corporation’s values through CSR activities [Bankwala
2011] with the idea that CSR holds the potential to motivate employees by fulfill-
ing their needs for achievement, affiliation and power. Thus, CSR can be used to
differentiate the international human resource management (IHRM) strategy in
terms of more effective recruitment, retention and motivation of local employees.
Second, we contribute to solve the so-called ‘relevance problem’ [see Hodgkinson
& Starkey 2011] of international business research by demonstrating the divergent
approaches of CSR in motivating local people in different contexts. In line with the
idea of CSR as source of competitive advantage [see Porter & Kramer 2006], we
suggest the possibility of cross-national transferability for MNCs who would like to
transfer the CSR-motivation link as a ‘differentiator’ in business. This differentiated
HRM system becomes a competency enhancing strategy in international business
through the collaboration with CSR.

4.2. Theoretical implications

Beyond the empirical contributions, we suggest three wider theoretical contribu-

tions arising from our research. First, our findings help to re-conceptualize the
outcomes of CSR. Our empirical findings support the mainstream literature view
that CSR may have a positive impact on employee relations. Our findings suggest
that CSR’s impact on employee motivation emerges when businesses ‘evaluate’ the
result of CSR performance. This finding extends the previous limited theoretical
explorations of the CSR result which fail to take into account the linkage between
CSR and the employee. The paper indicates that it is only in rare cases where busi-
nesses ‘initiate’ CSR owing to an employee matter (e.g., motivate employees or
IHRM strategy). However, in the CSR assessment stage, businesses realize the po-
tential of CSR to have a more rewarding and positive impact on employees. We
expect the links between CSR and employee motivation to be of growing impor-
tance for the theoretical discussion on CSR for the future and we hope this paper
contributes to this debate.

22
 Second, we suggest that a better understanding of the link between CSR and em-
ployee motivation can be achieved through drawing on McClelland’s [1961] idea of
motivation. In the Korean context, CSR motivates employees for mainly affiliation
needs, whereas in the UK environment, it works for individual achievement mo-
tivation. Surprisingly we find little discussion on the role of ‘power’ related to CSR
activities. Our research suggests that people tend not to consider CSR as a way of
exerted influence over other colleagues or society, but rather see CSR with more of
a humanitarian perspective than exists in other management areas.
It is also conceivable that the same research questions and research design may
yield different findings when explored in different countries. For instance, people’s
pursuit of power is one of the critical reasons for CSR activities such as volunteer-
ing, as this is a way of seeking influence and change (e.g., working on a political
campaign or serving on a fund-raising committee) [MacKenzie & Moore 1993]. As
such, a variety of successful multinational companies (e.g. Phillip Morris, HP, Marks
& Spencer, Shell, Timberland) put CSR in their mission and goals and use it as one
of their core strategies to enrich influence and legitimacy, and to enhance their posi-
tion as ‘neighbor of choice’ in host countries [Miller 1997; Palazzo & Scherer 2006].
Third, our findings contribute to the theoretical discussion on the different ways
that CSR relates to employee motivation in different institutional and cultural set-
tings. Our study contributes to comparative management studies by highlighting
some of the key issues relating to the implementation of CSR approaches in differ-
ent national contexts.
Several limitations of this study should be noted. The first limitation relates to the
interpretation of the data with the McClelland framework. Motivation is a personal
value and the McClelland framework investigates an intrinsic motivator at the indi-
vidual level. However, the drivers of motivation vary due to a range of cultural and
institutional factors which affects work-related values of human beings [Hofstede
1982, 1983]. CSR is more at the firm level. So, when comparing two countries, we
in fact, explore CSR’s link to motivation at the national level. Therefore, it was more
complex than we’ve expected and there was a limit to explain this complexity with
only the McClelland’s model. Even though McClelland strongly believes that the
predominance of each need is culturally driven, we need to continuously search
for the point of contact and supportive ideas for further research. The second con-
cerns the question of the representativeness of the case countries – that is, the UK
and Korea – they cannot accurately and wholly represent international differences.
For example, UK and Germany / Korea and China have very different capitalist sys-
tems and histories. Our comparative study of two nations means that the conclu-
sions offered provided only limited insights into the phenomena under investiga-
tion. Third, there is a need for further research on the negative side of the relation-
ship between the two dimensions. Admittedly, the present research focuses on the
positive results to highlight the potential impact of CSR on employee motivation.

23
Further research could also highlight cases where CSR failed to have an impact on
employee matters and to explore the reasons for this. Finally, we acknowledge the
limit for generalization of the findings and suggest the test of the results. The main
goal of this study is to delve into the new potential of the link between CSR and
employee work motivation, and suggest the idea to readers in order to offer them
the possibility of transferability in management research and practice. The overall
group of interviewees are professionals who are actively engaging in CSR or HRM
brainstorming, and have the capability to share the various ideas of the possible
link. With the result of this study, there can be a further test step: Do the proposals
truly work in practice with the employee in actual, real-world situations? It would
be suggested to carry out a quantitative study (with large samples of employees).
In conclusion, we suggest that there may be relationship between employee-cen-
tered CSR and employee work motivation. Hence, CSR may influence positively on
employee motivation. Since the relation is suggested and observable by the present
study, we need to continue research in this field by employing the respondents who
are individually involved in this relationship and the respondents towards whom
CSR employee-related activities are directed. Also, this suggests that there is a need
for further research on the link between CSR and global talent management [see
Kim & Scullion 2011; Scullion & Collings 2010].

24
Appendix. Example of the CAQDAS output

Extract of code list

Relationships of code with interview text

25
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