b'FACULTY SPOTLIGHTSEMPLOYEE ATTITUDES ABOUTCORPORATE SOCIAL RESPONSIBILITY MIGHT SURPRISE YOUBY SARA DIEDRICHIntodaysbusinessworld,organizationsareengage in CSR activities at work, such as recycling expected to engage in some corporate socialor volunteering, and were less likely to help others responsibility (CSR), involving the environment,at work. ethical/human rights, philanthropy or economics.When I was diving into the attitude, I found out Organizations often tout their good work as part ofpeople can have both positive and negative atti-their overall image, though it is not legally required.tudes at the same timethey like that their employer Research has even shown that companies thatis doing these things, but they also see it as a risk, THE NEW CEO MOST LIKELY TOengage in CSR benefit from greater customershe said. So, their attitude is both good and bad. I loyalty, new customer acquisition, and betteralso discovered that there are people who just dont MAKE STRATEGIC CHANGESemployee retention.caretheyre indifferent. understandinghow But how do employees feel about their companiesStevenson-Streetsaid MIGHT NOT BE WHO YOU EXPECT CSR activities? Julia Stevenson-Street, assistantemployees feel about CSRs is important because professor of management, said to assume purelythe general population expects companies to positive attitudes among employees may be overlycontribute to the well-being of their communities simplistic.and society. The challenge is how do organizations Maybe 30 years ago people were more impressedreconcile needing to engage in CSRs for their public with these sorts of CSRs, but now employees haveimage while satisfying employees who dont like theJulia Stevenson-StreetBY JOEL ANDRUS more of an expectation and see some CSR as sortaim of the social responsibility or feel ambivalent Becoming a CEO is a pivotal moment, brimming withUnderstanding a CEOs motivational profile is crucialof the baseline, she said.about it?heightened visibility, responsibilities, and expecta- for organizations. It influences not only the leadersWith that in mind, Stevenson-Street recently delvedOrganizations using CSRs to project certain values tions. In a study by Joel Andrus, Assistant Professorbehavior but also the firms performance. Regu- into the attitudes employees have about theirmight need to consider how to resolve issues that of Management, the concept of regulatory focuslatory focus theory emphasizes that while goalsemployers CSR activities and what she discov- might arise among employees who dont share the sheds light on what drives new leaders and how thismay remain constant, individuals approach themered is people feel positively about their companyssame values or feel ambivalent or indifferent about insight can inform organizational decisions. differently based on their focus. altruistic activities if they believe their employer isthe social responsibilities. Andrus discovered that CEOsUnderstanding a CEOsContext plays a significant roleengaging in CSR for the right reasons. Her researchHow does that impact them at work and their well-highinpreventionfocus,in predicting a CEOs risk-takingfound that employees who felt ambivalent aboutbeing over time having to work somewhere where driven by avoiding loss, coun- motivational profile isbehavior. By assessing whethertheir companys CSR activities were less likely totheir values are not aligned with their employers? terintuitively adopt more stra- crucial for organizations.a CEO leans towards preventionStevenson-Street said. IJoel Andrus tegic changes early in theirIt influences not only theor promotion focus, organiza- can imagine that is very career because they prioritizeleaders behavior but alsotions can better anticipate theirconflicting.job security and firm stability. approach to challenges andThere is almost nothing the firms performance. opportunities. intheworldthat Conversely,promotion-fo-cused CEOs, motivated byIn essence, Andruss researcheveryoneagreesis achieving their best self rather than risk aversion,underscores the importance of aligning a CEOsgood, So, why would exhibit a reluctance to implement strategic changesmotivational orientation with the demands of theCSR be the thing espe-early in their tenure which is surprising becauserole. Whether prevention or promotion-focused,cially because its very these individuals typically are more risk-seeking. each CEO brings a unique perspective that shapespolitically charged as Interestingly, Andrus noted that prevention-focusedtheir leadership style and ultimately impacts orga- well, she said. And with CEOs are particularly motivated to pursue changesnizational success. the political landscape early in their tenure when the former CEO was firedAndrus paper, Taking Change as a Contextualthe way it is, this could or when firm performance was down. The threat toCue: How New CEO Regulatory Focus Influencejust be more polarizing. job security propels them to prove their capabilitiesStrategic Change was published in the JournalHow does that impact and meet expectations. of Management.employees? 26 2024 MANAGEMENT MATTERSMANAGEMENT DEPARTMENT 27'