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This paper aims to study the knowledge development and research dissemination on employee-centred CSR research through a social network approach by adopting bibliometric analysis.

By using the bibliometric data obtained from Scopus, descriptive analysis using social network analysis together with visualisation tool to examine the knowledge development and research dissemination on employee-centred CSR. The publications were identified by limiting search in Scopus database through keywords, namely, Corporate Social Responsibility, Employee and/or Internal Corporate Social Responsibility, from 2000 to 2018 in all document types and access type. The data were analysed by year, source of publication, author, country, affiliation, subject area and term analysis.

The findings reveal that the Journal of Business Ethics and Social Responsibility Journal are the two key journals publishing in employee-centred CSR. The USA and the UK are the two main countries that dominate the publication production. Most of the publications are in the area of business, management and accounting. Main publications are contributed by Andriukaitiene, R., Swaen, V. and Vveinhardt, J. The number of publication increases marginally from year to year. More focus linkages were established between employee-centred CSR with organisational commitment and firm performance in the late 2016.

The analysis and findings are only limited to data retrieved from the Scopus database from year 2000 to 2018 on 31 December 2018. Besides, the selection of the quality criteria is based on researchers’ definition of suitable empirical basis.

The findings of this paper provide insights to the researchers on the development of CSR research has expanded to internal stakeholders. It also contributes by identifying the sources of research and its development trends in employee-centred CSR research.

The findings provide a holistic picture of domino effects of CSR initiatives in organisational behaviour. It also further reinforces the awareness internal CSR being another important perspective of CSR.

The originality of this paper lies in its contribution in the bibliometric approach to study the dissemination trend of employee-centred CSR research from the Scopus database.

Looks at global trends for employee motivation, emphasizing that positive reinforcement is the key to motivation. States that reward, recognition, stability and cultural background have become very important. Uses data from a study of 12,000 students over 41 countries to make this argument. Outlines the measurement and results within the survey. Provides some brief examples from industry.

This monograph reports on the strategic and operational roles of learning and development (L&D) professionals in Irish, UK European and US organisations including multinational corporations, small to medium enterprises, the public sector and not for profit organisations. This paper aims to investigate the contextual factors influencing L&D roles in organisations, the strategic and operational roles that L&D professionals play in organisations, the competencies and career trajectories of L&D professionals, the perceptions of multiple internal stakeholders of the effectiveness of L&D roles and the relationships between context, L&D roles, competencies/expertise and perceived organisational effectiveness.

The study findings are based on the use of multiple methods. The authors gathered data from executives, senior managers, line managers, employee and L&D professionals using multiple methods: a survey (n = 440), Delphi study (n = 125) and semi-structured interviews (n = 30).

The analysis revealed that L&D professionals increasingly respond to a multiplicity of external and internal contextual influences and internal stakeholders perceived the effectiveness of L&D professionals differently with significant gaps in perceptions of what L&D contributes to organisational effectiveness. L&D professionals perform both strategic and operational roles in organisations and they progress through four career levels. Each L&D role and career level requires a distinct and unique set of foundational competencies and L&D expertise. The authors found that different contextual predictors were important in explaining the perceived effectiveness of L&D roles and the importance attached to different foundational competencies and areas of L&D expertise.

This is one of the few studies to have investigated the L&D professional role in organisations from the perspective of multiple stakeholders using multiple research methods.

This paper aims to discuss the individual participation and involvement affecting the user engagement in social media and to answer the following research questions: Is it possible to measure the individual participation and involvement of social media within organizations? Which factors should be analysed in order to increase the individual participation in social media? Which KPIs should be selected in order to increase the user ' s engagement and increase individual participation in social media? Can social media in a company be measured in terms of their impact on KM?

This paper presents a case study that describes how Key Performance Indicators (KPIs) are used to monitor and manage the applications of social technologies, which include many tools facilitating the participation and collaboration on the web. The case study was applied to the information and communication technology area of Eni S.p.A., which is an integrated energy company active in over 70 countries in the world.

Based on the indications obtained from the case study, a methodology is proposed to select and develop the appropriate KPIs in order to manage and monitor the application of social technologies. The methodology turned out to be able to monitor collaboration and knowledge sharing activities among employees and to incentivize participation and involvement of employees who use the company ' s social media.

Organizations can use the suggested methodology as a guideline for managing and monitoring social media inside a company. The possibility of continuously modifying the adopted social media tool by means of corrective actions together with the possibility of adapting the KPIs to new situations make the present methodology an efficient management approach to take on the multifaceted activities of a social media environment.

Few case studies dealing with the applications regarding the implementation and management of social technologies within organizations have been carried out. Similarly, even if some empirical studies have been proposed to analyse what motivates and prevents employees from sharing their knowledge through social media, there appears to be a lack of studies which have taken into consideration the evaluation of the actual benefits in terms of individual involvement and participation, knowledge sharing and increase in performance.

Our study examined whether work engagement follows a predictable pattern over the course of the work week and the role of personality traits in shaping this pattern.

We examined these questions with 131 employees from Canada and the United States who provided daily ratings of work engagement over the course of 10 work days.

Multilevel modeling revealed that employee engagement followed an inverted U-shaped curvilinear pattern from Monday to Friday, peaking midweek. Neuroticism moderated the change pattern of engagement across the work week, such that individuals with higher levels of neuroticism experienced lower and less stable levels of work engagement throughout the work week compared with individuals with lower levels of neuroticism. However, extroversion and conscientiousness did not moderate the change pattern of employee engagement.

These results provide insight into the entrainment of work to the work week and how this entrainment is further affected by the personality trait neuroticism.

Understanding the weekly pattern of work engagement will help leaders’ time work assignments, interventions, and training sessions to keep the levels of employee engagement high.

Our study revealed novel predictors of within-person engagement: weekly entrainment and neuroticism.

Organizations must reframe their approach to how they relate to their employees. The new multi-generational workplace demands a new way of thinking about human resource management. Putting the employee’s total experience at the center produces a very different approach, beyond increasing perks or “funifying” the workplace, to engaging the employee in the workplace. The purpose of this study is to reframe the traditional approach to human resource management that better fits that modern workplace and enables the empowerment and engagement that organizations so desperately seek.

Design thinking is applied to employee experience in an organization. By viewing employee experience as a set of holistic perceptions of that relationship, human resource management transforms into a more strategic process for engaging the employee through meaning and providing value. Six principles for employing this methodology are specified in this paper.

Perks are not the answer to employee engagement. An organization must understand each employee more deeply and co-design experiences with them that demonstrate care. It must embrace expansive and holistic thinking, face the intangible aspects of organizational life and use tools to help make them tangible, experiment and iterate, building solutions organically, while recognizing that the process is just as important, if not more important, than the product.

Organizations recognize a need for change and struggle with engaging employees. Most modern approaches to engagement and retention foundationally stem from old ways of thinking that will not work in today’s workplace. Design thinking has been applied successfully for customer experience and user experience; it is just beginning to be recognized as an approach for employee experience.

This paper aims to explore the role of employee engagement for competitiveness. In particular, the role of employee communication to create engaging workplaces.

Two field surveys were conducted to assess, which are the most relevant leverages that contribute to create engaging (or disengaging) workplaces in Italy: the first one on a statistical sample of large companies, the second one on a snowball sample of employees.

Italian companies often miss the opportunity to create engaging workplaces and to exploit the potential of employee communication to foster employee engagement.

Further research could focus on a survey on a sample of managers and employees belonging to the same company.

Companies should pursue an inclusive relational approach, using employee communication appropriately.

The study develops and tests a model showing the linkages among managerial approaches and engaging workplace contexts and examines the role of employee communication to foster employee engagement.

Most employee attitudes and behaviors are determined by both personal and situational characteristics. Studies on person–organization fit (POF), which is defined as the congruence between individual and organizational values, also support this assumption. Employees who perceive high POF have high positive work attitudes and low intention to leave. However, this study assumes that the relationship between perceived POF and work attitudes may be different with respect to employees’ status and aims to investigate how perceived POF may differ in consequences among blue-collar and white-collar employees.

Multiple group analysis of structural equation modeling (SEM) was conducted to test the moderation effect of employee status on the relationship between perceived POF and work attitudes.

Results indicated that the relationship between perceived POF and organizational commitment, job satisfaction, organizational identification and intention to leave differ with respect to individual’s status (blue-collar–white collar). As the status of the individuals increases, the relationship between POF and work attitudes (organizational commitment, job satisfaction and organization identification) becomes weaker.

Rather than just focusing results of POF, this study focuses on moderating variables that differentiate the relationship between POF and outcomes by considering individual differences caused by different motivation and abilities.

The US General Accounts Office (GAO) study is, arguably, the first Western attempt at linking TQM and bottom‐line results. The study focused on the top 20 scorers of the Malcolm Baldrige National Quality Award (MBNQA) in the period of 1988‐89. Following the findings of the GAO study, the Bradford study was conducted in order to establish whether similar patterns of behaviour were emerging within European companies which are pioneering TQM and trying to enhance competitiveness. The information used for this analysis was focused on “hard” bottom‐line business indicators. The performance indicators chosen reflect business performance both in the short term and the long term. They include both “softer” or people‐related measures, such as employee trends and remuneration, and “hard” measures such as those which are efficiency‐driven. The sample of 29 companies studied was chosen on the basis of good knowledge of their TQM programmes. The analysis was conducted over a five‐year span, since it was assumed that this would be a reasonable period for TQM implementation to start to yield to positive results.

To suggest a counseling model for human resource professionals, firmly based in providing complete transparency, which will assist employees and organizations in adapting to changes in the psychological contract.

The authors posit that as the psychological contract between employers and employees undergoes a metamorphosis reflecting the fundamental changes in the exchange of work and rewards, human resource professionals would be well served to include a counseling approach to employee communication.

The authors suggest that the counseling model will support a culture of transparency and yield positive outcomes for all concerned.

The co‐authors relied on their research and own experience in the field of human resource management and student counseling to develop this paper. The suggested model needs to be subjected to the rigors of academic scrutiny before it can be applied. The implications for human resource professionals are important as any tool to help further assist in the organization's staffing efforts, specifically retention of knowledge workers, as well as providing support to the overall success of the organization.

The value of this paper lies in the interdisciplinary approach of combining some basic tenets of the counseling field with the human resource management function in the organization.