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This paper aims to examine the nature and role of contemporary CSR in the current neoliberal age. It offers an insight into the tension that exists between the ideologies of “neoliberal” shareholder value and that of “effective” CSR, and argues that both ideologies are fundamentally antithetical. It aims to identify and analyse the inter-connected but distinguishable barriers (ideological, practical and political) that militate against the realization of effective CSR.

The method applied is a critical evaluation of concepts and a thorough review of existing literature on neoliberalism, shareholder value and contemporary CSR. It uses existing literature to highlight the inability of contemporary CSR to transform into an effective mechanism for development.

The paper emphasizes the failure of contemporary CSR to equate to a successful mechanism for development. It concludes that the existence and operations of these barriers militate against the realization of an effective CSR regime capable of leading to development.

Given the current dominance of the “maximizing shareholder value” model of corporate governance internationally, it appears unreasonable to pin too much hope on contemporary CSR as a mechanism for development, especially in emerging economies. Neither the culture of corporations nor the pressures to which they are currently subjected encourage socially responsible behaviour.

The paper extends the body of knowledge in the area of contemporary CSR, by identifying and analysing the inter-connected but distinguishable barriers that render the CSR practices of corporations ineffective.

The purpose of this research is to address the importance of human resource development (HRD) and its resultant climate in an organization. Specifically, the study examines the cause-effect relationship between HRD climate and organisational citizenship behaviour (OCB), as well as the role of organisational trust in this relationship. The study is underpinned by the social exchange theory.

The study adopted the quantitative research approach and the cross-sectional survey design in data collection. Two hundred seventy-four employees were sampled from the food manufacturing sector, out of which 219 responded. Data was entered using SPSS v.23 and analysed with Pearson’s Product correlation, hierarchical regression analysis and independent t-test. The mediation effect was analysed using Process Macro v 3.5 for SPSS.

Results indicate that HRD climate has a positive effect on OCB, hence, a predictor. Also, HRD climate was observed to be a predictor of organisational trust and that organisational trust mediates the cause and effect relationship between HRD climate and OCB. This study recommends that management continues to invest in the development of employees as it goes a long way to ensure the survival and growth of the organisation.

To the best of the authors’ knowledge, this study is the first of its kind to examine the interplay between HRD climate, trust and OCBs.