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The objective of the study was to identify and measure the magnitude of the gap that may exist between the corporate level Corporate Social Responsibility (CSR) culture and its ensuing policies and their equivalent at the property level. This gap was hypothesized to be a function of a number of personal characteristics of the General Managers (GMs) coupled with the organizational profile of the hotel. The data were collected via an online survey based on a CSR scale developed by Turker (2009) in combination with other original and previously used smaller scales. The study"s population consisted of general managers of hotels that were managed by a corporate office and were members of the Central Florida Hotel and Lodging Association and the Florida Restaurant and Lodging Association. In total, 564 hotel GMs were contacted by email by their perspective associations and invited to participate in the study. A total of 123 surveys were returned which equated to a 22% response rate. The results indicated that the gaps for all factors were very small. This suggested that based on the GMs" perceptions, there was not much variation between their corporations" CSR policies and their properties" CSR policies. Hence, because of this small variation, it can be speculated that, in this study, hotel GMs were committed to follow precisely the corporate CSR policies and initiatives at their property levels. Notwithstanding the above, the results supported three hypotheses as follows: (a) the more GMs were involved in the community, the less they were committed to CSR policies relating to the government; (b) the more hours per week GMs spent in community volunteerism, the higher was their commitment to overall CSR policies; and c) the higher was the demonstrated commitment of GMs to their corporation"s CSR policy regarding responsibility to employees, the more they were rewarded through non-monetary perceived personal success. This study and its ensuing results were of significant importance to the general CSR body of knowledge and unique in terms of their contribution to CSR in the hotel industry. The practical implication from this study was that it sets a number of benchmarks relating to CSR corporate and property level policies and initiatives in a given sector of the hotel industry. In addition, due to the fact that few, if any, gaps were found between the corporate and property level cultures, corporate officers can at least feel fairly comfortable that from the GMs" perspectives, CSR initiatives are being implemented at the property level in accordance with corporate policy. ; 2010-12-01 ; Ph.D. ; Education, Rosen College of Hospitality Management ; Masters ; This record was generated from author submitted information.

PurposeThis paper aims to estimate empirically the effect on the voluntary turnover (quit) rate of employees when a large public corporation already judged as an outstanding employer is also ranked as being socially responsible by an external review organization.Design/methodology/approachThe paper employs a cross‐section regression of the turnover rate of 84 of Fortune magazine's "100 Best Employers" against measures of corporate social responsibility (CSR) and several other control variables such as annual wages, ethnic and gender composition of the labor force that economic theory and prior studies have identified as explaining firm labor turnover.FindingsAdoption of business policies that cause the firm to be rated as socially responsible reduce the annual quit rate by 3 percent to 3.5 percent, which amounts to a 25‐30 percent reduction, as compared to non‐CSR public corporations or a larger comparison set including privately held and not‐for‐profit firms.Research limitations/implicationsThe wider universe of public corporations may not realize comparable turnover benefits from CSR as these "best employers" because these firms might be especially vulnerable or sensitive to corporate image when hiring workers.Practical implicationsThe model estimated permits calculation of the annual rise in average wages that would be required to reduce turnover by the same amount as CSR, a sum of approximately $3,700 per year or about 9 percent of the mean wage, with a lower bound estimate of about $1,000. This suggests that these firms can significantly reduce labor costs by investing in worker‐friendly employment policies, which account for half of the entire measured CSR impact.Originality/valueThis is believed to be the first effort to quantify rigorously the effect of CSR on the employment side of firm performance. Prior labor studies have looked at hypothetical employment scenarios involving students.

AbstractThis research provides an overview of CSR practices in Asia, evaluates the usefulness of codes of conduct, reviews the benefits of CSR in supply chains and reviews obstacles for companies wishing to adopt good CSR practices. In order to achieve this, interviews were undertaken with CSR managers, factory managers and other experts, conducted in confidence and anonymously. Codes of conduct and associated inspections and audits are common practice but in most cases flawed. Labour issues and the rights of workers are generally seen as the most important aspect of CSR in the region. Benefits of CSR include risk reduction, staff recruitment and retention, cost savings and building good relationships with stakeholders. Obstacles include a lack of resources and skills, a lack of awareness of stakeholders' demands and inefficient production techniques. It is noted that larger firms are more able to overcome such obstacles, with clear adverse implications for smaller companies. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment.