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Corporate Social Initiatives and Employee Retention

40 Pages Posted: 22 May 2014 Last revised: 24 Apr 2015

Christiane S. Bode

Bocconi University

Jasjit Singh

INSEAD

Michelle Rogan

University of North Carolina (UNC) at Chapel Hill - Kenan-Flagler Business School; INSEAD

Date Written: April 20, 2015

Abstract

Firms are increasingly launching initiatives with explicit social mandates. Often the business case for these initiatives is justified through one critical aspect of human capital management: employee retention. Although prior empirical studies have demonstrated a link between such corporate social initiatives and intermediate employee-related outcomes like motivation and identification with the firm, the relationship between employee participation in these initiatives and retention outcomes has not been investigated. Our study fills this gap. Using individual-level project participation and retention data for approximately 10,000 employees in a global management consulting firm, we present empirical evidence in support of a positive retention effect associated with participation in an initiative with social impact goals. In addition, we offer arguments for moderating conditions that might weaken this relationship, and present evidence consistent with these arguments. Further econometric analysis based on a stringent matching approach as well as additional analyses based on survey and interview data also point towards there being a retention effect. Overall, by demonstrating a positive association between corporate social engagement and employee retention, this study calls attention to the need for further research into the mechanisms through which social engagement can serve as a tool for strategic human capital management.

Keywords: Corporate Social Initiatives, Social Impact, Corporate Social Responsibility, Strategic Human Capital, Employee Retention, Management Consulting

Suggested Citation

Bode, Christiane S. and Singh, Jasjit and Rogan, Michelle, Corporate Social Initiatives and Employee Retention (April 20, 2015). INSEAD Working Paper No. 2015/34/STR/EFE. Available at SSRN: https://ssrn.com/abstract=2439609 or http://dx.doi.org/10.2139/ssrn.2439609

Christiane S. Bode

Bocconi University ( email )

Via Sarfatti, 25
Milan, MI 20136
Italy

Jasjit Singh (Contact Author)

INSEAD ( email )

Boulevard de Constance
77305 Fontainebleau Cedex
France

Michelle Rogan

University of North Carolina (UNC) at Chapel Hill - Kenan-Flagler Business School ( email )

McColl Building
Chapel Hill, NC 27599-3490
United States

INSEAD ( email )

Boulevard de Constance
77305 Fontainebleau Cedex
France

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