000			01841naa a2200181uu 4500
001			8082016571610
003			OSt
005			20190211164130.0
008			080820s2008 xx ||||gr |0|| 0 eng d
100	1		_aFENWICK, Tara _924065
245	1	0	_aCorporate social responsibility : _bissues for human resource development professionals
260			_aDanvers, MA : _bBlackwell Publishing, _cMarch 2008
520	3		_aRecent human resource development (HRD) scholarship has called for greater focus on social responsibility and ecological sustainability. The purpose of this article is to explore the engagement of HRD professionals in corporate social responsibility (CSR), examining one central question: how do HRD professionals perceive their roles and challenges in implementing CSR in organizations that claim CSR to be a key focus of their corporate identity and operation? Understandings of CSR vary and are widely contested, but for the purposes of this discussion, CSR is defined as treating the stakeholders of the firm ethically or in a responsible manner. Drawing from a qualitative study of HRD managers in eight large North American firms declaring explicit commitment to CSR, the evidence shows that their engagement tends to focus on employee learning and promotion, employee ownership of development, and employee safety and respect. Overall, however, HRD appeared to be only marginally involved or interested in the firms' CSR activities. The article concludes with an argument for greater engagement of HRD in CSR and offers suggestions for research and practice towards this end
700	1		_aBIEREMA, Laura _935329
773	0	8	_tInternational Journal of Training and Development _g12, 1, p. 24-35 _dDanvers, MA : Blackwell Publishing, March 2008 _xISSN 13603736 _w
942			_cS
998			_a20080820 _b1657^b _cTiago
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c27269 _d27269
041			_aeng