Corporate social responsibility in compensation systems: empirical insights

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dc.contributor Aalto University en
dc.contributor Aalto-yliopisto fi
dc.contributor.author Lehtinen, Martti
dc.date.accessioned 2013-12-02T09:16:26Z
dc.date.available 2013-12-02T09:16:26Z
dc.date.issued 2013
dc.identifier.uri https://aaltodoc.aalto.fi/handle/123456789/11725
dc.description.abstract Research objectives This report had three main objectives: (1) Explaining the rationale behind corporate social responsibility measurements from a HR point of view, (2) discussing the feasibility of linking CSR target setting to compensation systems and (3) investigating how CSR currently manifests itself through the monetary- and non-monetary elements of the compensation system. Sources The theoretical part derives insights from prior management and management accounting studies on corporate social responsibility, the compensation system, and the sustainability balanced scorecard framework, examining them through the lens of institutional theory. The empirical part relies chiefly on theme interviews with seven HR managers and one CEO in eight Finnish companies. Corporate sustainability reports were used as secondary sources of information. Research methodology A qualitative field study consisting of eight participant companies. The method used was semi-structured theme interviews with seven HR managers and one CEO. Because the subject matter is emergent, the methodology provides breadth through focusing on several case companies, but depth through focusing on HR managers specifically. Results CSR has been identified as a strategic activity, but inadequately defined on an internal level. The development of social indicators is in its initial steps and lagging behind environmental indicators. Managers expressed optimism towards linking CSR indicators to compensation, but emphasized that such targets need to be actionable. The study provided evidence of linking incentive compensation to CSR in three of the eight participant companies. In two cases, general CSR target setting was used as basis for monetary compensation, and in one case the incentive system was tied to a specific CSR-related indicator. en
dc.format.extent 87
dc.format.mimetype application/pdf en
dc.language.iso en en
dc.title Corporate social responsibility in compensation systems: empirical insights en
dc.type G2 Pro gradu, diplomityö fi
dc.contributor.school Kauppakorkeakoulu fi
dc.contributor.school School of Business en
dc.contributor.department Department of Accounting en
dc.contributor.department Laskentatoimen laitos fi
dc.subject.keyword corporate social responsibility
dc.subject.keyword compensation system
dc.subject.keyword sustainability balanced scorecard
dc.subject.keyword institutional theory
dc.identifier.urn URN:NBN:fi:aalto-201312058042
dc.type.dcmitype text en
dc.programme.major Accounting en
dc.programme.major Laskentatoimi fi
dc.type.ontasot Master's thesis en
dc.type.ontasot Pro gradu tutkielma fi
dc.subject.helecon yritykset
dc.subject.helecon companies
dc.subject.helecon palkkiot
dc.subject.helecon remuneration
dc.subject.helecon vastuu
dc.subject.helecon responsibility
dc.subject.helecon sosiaalinen vastuu
dc.subject.helecon social responsibility
dc.subject.helecon yhteiskuntavastuu
dc.subject.helecon corporate responsibility
dc.ethesisid 13358
dc.date.dateaccepted 2013-06-16
dc.location P1 I


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