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«FICHA TÉCNICA Título Segurança e Higiene Ocupacionais - SHO 2012 - Livro de Resumos Autores/Editores Arezes, P., Baptista, J.S., Barroso, M.P., ...»

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Occupational risk analysis and assessment for real work system were better designed and the classic procedure in accordance to ISO 18001 has been updated by identifying new risks and implementing preventive and corrective measures.

The information system will be developed using WampServer software, version 2.1 of 01/07/2011 and comprising:

Apache 2.2.

17, Php 5.3.5, Mysql 5.5.8, XDebug 2.1.0-5.3-vc6, XDC 1.5, PhpMyadmin 3.3.9, SQLBuddy 1.3.2 și webGrind 1.0

4. ACKNOWLEDGMENTS This work was partially supported by the strategic grant POSDRU 107/1.5/S/77265, inside POSDRU Romania 2007co-financed by the European Social Fund – Investing in People.

5. REFERENCES Dumitrescu, F. (2011). Reprezentanţi ai teoriei bioconstituţionale a personalităţii, vol. 57, Revista de psihologie, Bucureș ti, 98-99.

Hillson, D., Murray-Webster, R. (2007). Understanding and Managing Risk Attitude, Editura Gower Pub Co.

Huang Y. H. (2011). Assessment of Return on Human Resource Investments: Phillips, Stone and Phillips’s ROI Process Model Perspective, vol. 20, Editura European Journals, Londra, 443-451.

Izvercianu, M. (2011). Risc si Sustenabilitate, Editura Politehnica, Timiș oara, 20-35.

Pece, Ș. (2003). Evaluarea riscurilor în sistemul om-maşină, Editura Atlas Press Bucureşti.

Ivascu, L., Izvercianu, M. (2011). An approach to Identify Risks in Sustainable Enterprises, 2nd Review of Management and Economic Engineering International Management Conference Cluj-Napoca, Romania.

Izvercianu, M., Lobontiu, M., Draghici, A. (2007). The Sustainable Enterprise From Automation Field, The International DAAAM Symposium (18th ed.), Viena.

Dragoi, G., Draghici, A., Rosu, S.M., Radovici A., Cotet, C.E., (2010). Professional Risk Assessment Using Virtual Enterprise Network Support for Knowledge Bases Development, Enterprise Information Systems, Communications in Computer and Information Science, vol. 110, part 3, J.E. Quintela Varajao et al. (Eds.), Springer-Verlag Berlin Heidelberg, Germany, pp. 168-177.

Comisia Europeana, Retrieved June 27, 2011, from http://ec.europa.eu/index_ro.htm Software Gliffy (2011) Retrieved September 27, 2011, from http://www.gliffy.com/gliffy/#templateId=blank&signup=1

Occupational Safety and HygieneInternational Symposium on

The Role of Human Resources as Part of Corporate Social Responsibility in Increasing Competitiveness Izvercianu, Monicaa, Radu, Alinab a Politehnica University of Timisoara, Timisoara, e-mail: monica.izvercianu@mpt.upt.ro; b Politehnica University of Timisoara, Timisoara, email: alina.d.radu@gmail.com

1. INTRODUCTION Due to globalisation and rapid technologic development Corporate Social Responsibility (CSR) became a widely debated issue during the last years, and is often associated to aspects related to competitiveness and good cooperation with the environment within the seven means: natural, demo-psycho-linguistic, socio-cultural, political-judiciary-administrative, socio-economic, technologic and military.

Organisations all over the world are being forced to take into consideration their influence over the environment and community. It is no longer accepted for an organisation to increase its prosperity on the expense of the community. In other words, now, organisations must focus both on increasing their venues and being a role model in the society. CSR is a prominent feature of any business and many organisations started to include a CSR program in their strategic plans.

For a company to be publicly considered socially responsible, it has to build on the strategic approach and accept the fact that it has to be transparent: show, share and commit to people, let them know what the CEO do, let them know that the organisation is accountable for it (Stawiski, Deal, 2010).

Being also known as Corporate Responsibility, Corporate Social Responsibility is a concept through which organisations take into consideration both the interests of the community, by assuming responsibilities for the impact of their actions on the consumers, suppliers, employees, stakeholders and community, and for the impact on the environment. CSR as a tool for increasing competitiveness is based on four pillars: community, environment, workplace and market place, as shown in figure 1. Starting from this issue the authors aim to create a model to analyse the impact that the human resources have on each of the four pillars and implicitly on CSR.

Figure 1 - the four pillar of CSR

2. THE HUMAN RESOURCE – PART OF CSR

When analysing the CSR pillar, we can observe that the human resource is a very important element, and it is part of each one of them. Each pillar includes the human resources factor, as shown in figure 2. In this paper we will pay more attention to the human resources department because the CSR culture starts within this department. CSR has a great positive impact on the human resource within the organisation, such as increasing their motivation, loyalty and dedication. If the employees are not involved in the CSR program, than CSR is just a Public Relations exercise (Adine Mees and Jamie Bonham, Canadian Business for Social Responsibility). In order not to confuse CSR with Marketing and Public Relations, the CSR program should involve their human resources in all four pillars. Of course when we deal with human resources we also have to deal with another resource: the technological one, because nowadays any activity performed by humans involves technology, to a larger or smaller extent, depending on the degree of the technological advancement.





To better understand the role that CSR plays in organisations or is desired to be played, the authors performed a survey on a sample of 120 persons representing managers and executive in different fields of activity; and launched it in the virtual world (e-mails, forums, etc.) in order to have access to different opinions.

Figure 2 - HR included in CSR

According to this recent survey done by the authors among highly educated people 81.8% of the respondents are familiar with CSR, but the same percentage does not work in socially responsible organisations, 63.7% of the population would like to have tasks related to CSR, but unfortunately only 9.1% have such tasks, so employees are open minded when it comes to CSR and all they need is a chance to be part of this. Starting from these results the authors think of creating a model to analyse the final effect that human resources have on CSR, and by extension on the competitiveness of the organization.

3. CORPORATE SOCIAL RESPONSIBILITY AS COMPETITIVE ADVANTAGE

Although the main objective of an organisation is increasing its wellbeing, the pressure coming from the community force them to redefine their objectives, by including CSR in their strategy of increasing the competitiveness (Izvercianu, 2011). We must change the executive manager thinking, there`s a need for a mature approach of liable practices which can not be solved with minimum efforts. We must teach good practice in company management and work (Izvercianu, 2005). So, we can state that CSR is the link between social development and increasing organisational competitiveness.

CSR has an extremely important role both in the marketing plan and in creating a good reputation and positive image within the community. In the market competition, the organisations try to differentiate from their competition, thus for the vast majority of the companies the brand represents an important advantage.

Among the benefits of CSR we can mention: a good risk anticipation and management, improving the reputation, increasing recruiting ability, personnel development and employee retention, increasing competitiveness and market share, cost reduction, increasing change management, easier access to capital, a better relation with the Public Administration and mainly an improvement in the attention give to health and security issues.

The managers’ job could be eased if the organisation would benefit from a model that allows them to evaluate the impact of human resources on CSR. This model, presented in figure 2, is based on the four pillars of CSR and the data will be collected through check lists. This kind of model is expected by most managers and it helps managers eliminate errors during the management process. Due to this model managers would able to better prevent and solve crisis situations, because they are the real decision takers in the organizations. In this model the authors consider the influence that the human resources have on each pillar of the CSR. According to the proposed model when evaluating the impact that human resources have on CSR, we first have to analyse the impact it has on each pillar. We will establish a set of variables (V1, V2 … Vn) which are analysed according to a set of control lists (LC1, LC2 … LCn) and have an intermediate effect. At least one of these variables refers to Organisational Health and Security (OHS) in each pillar. For example in the community pillar one of the variables will explicitly take into consideration the employee’s health because as a community member he/she pays health related taxes in order to ensure a good level of health for that community. In the marketplace we must refer to the fact that the products launched in the market should be “health keepers” and made by healthy people in order to avoid different unpleasant situations such as contaminations or epidemics. For the workplace pillar the OHS variables will consider all the health and security rules and laws that apply in the country where the organization performs. An example for the environment pillar OHS variables is the environment protection measures with impact on human life (employees and community members). After establishing the intermediate effect for each pillar the next step is to elaborate a set of action plans (P 1, P2 … Pn) for each of them and then to analyse the advantages (A) and disadvantages (D) for each of them in order to reach the optimum solution for each pillar (Sopt). Once applied this solution has a final effect on each pillar, which leads to a final effect on CSR. Like for any strategic plan, after determining the final result an action plan is due to be created function of what the analysis stated. If the final effect of human resources on CSR is a positive one, the action plan is a preservation one, if the effect is negative than a correction must be done. Having access to such a model the decision takers are able to better establish their strategies in order to increase the competitiveness. When we speak in terms of competitiveness, we can state that the

Occupational Safety and HygieneInternational Symposium on

essential resource is the human resource and correlating the CSR programs with the OHS ones is vital for the prosperity of the organization.

We must not forget that when we consider the human resource within an organisation we should also consider the impact that Organisational Health and Security have on CSR. As stated before the major social concerns include the welfare of the key stakeholders in the business, especially employees. Thus, OHS forms an integral part of CSR and this is confirmed by its inclusion in all the major measurement and reporting guidelines and tools developed for CSR (Sowden, 2005).

Figure 3 - The HR’s role in CSR

4. CONCLUSIONS In the statement of launching the Lisbon Strategy in 2005, the European Commission pointed out that Corporate Social Responsibility plays a very important role in the sustainable development of the old continent and more and more organisations started to be aware of the importance of including CSR in their activity, especially for recruiting and retention. The human resources department is the key to implementing CSR politics. The future organisation is forced to make great changes so that CSR becomes part of its strategy. The human resources managers – vital for encouraging innovation, collaboration and personal development – have to use the traditional skills to increase CSR, thus an expert system to analyse the human resources impact on CSR is of great help. What is more important is that such a tool can be adapted to be used in analysing other human resources impacts such as sustainability or competitiveness.

In order to better analyse the human resources impact on CSR, and furthermore on competitiveness, the managers have to analyse the influence that human resources have on each pillar of CSR. That is why the model proposed by the authors solves this issue. An organisation’s impact on society changes over time and that is why it is very important to monitor and analyse all the activities, in order to prevent and solve any crisis situation.

5. ACKNOWLEDGMENTS This work was partially supported by the strategic grant POSDRU 107/1.5/S/77265, inside POSDRU Romania 2007co-financed by the European Social Fund – Investing in People.

6. REFERENCES Izvercianu M., 2011. Risc și Sustenabilitate, Timişoara:Politehnica Izvercianu M., Lobonțiu M., Țuțurea M., Abrudan I., Klein-Mărescu V. (2005). Sustainable Companies. Rececent Journal 15 (6), 15 - 21 Stawiski, S., Deal, J. & Gentry,W., 2009. Employee Perceptions of Corporate Social Responsibility - The Implications for Your Organization. Centre for Creative Leadership. Retrieved from http://corostrandberg.com/wpcontent/uploads/files/CSR_and_HR_Management1.pdf Mees, A. and Bonham, J., 2004. Corporate Social Responsibility Belongs with HR. Canadian HR Reporter, (pp. 11–13). Retrieved from http://www.hrreporter.com/articlesearch? keywords=Corporate %20Social% 20Responsibility %20Belongs%20with%20HR Sowden, Ph. and Sinha, S., 2005. Promoting health and safety as a key goal of the Corporate Social Responsibility agenda. Research Report prepared by Technopolis Ltd and Emerging Markets Economics Ltd for the Health and Safety Executive 2005, (pp. 6).



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