HR As a Driver Of Corporate Social Responsibility: A Conceptual Framework

Abstract

In recent years, the growing emphasis on sustainable business practices has underscored the strategic role of Human Resource Management (HRM) in driving Corporate Social Responsibility (CSR). While CSR has often been associated with external stakeholders and compliance-driven initiatives, its effective implementation is contingent upon internal processes, culture, and people-centric practices. This paper develops a conceptual framework positioning HR as a pivotal driver of CSR by aligning organizational values, employee engagement, and ethical leadership. Drawing upon existing literature in HRM, sustainability, and strategic management, the framework highlights key HR practices—such as recruitment and selection based on value alignment, training for ethical decision-making, performance management tied to CSR goals, and reward systems that foster responsible behavior—as enablers of CSR integration. Furthermore, it emphasizes the mediating role of organizational culture and leadership in embedding CSR into the corporate DNA. By conceptualizing HR not merely as a support function but as a strategic partner in advancing CSR, this study contributes to the theoretical discourse and provides actionable insights for organizations aiming to enhance their social, environmental, and governance impact. The paper concludes with implications for future research, particularly the need to empirically validate the framework across diverse cultural and industry contexts.