Profit bottom line management must use resources in activities to increase profits. • Social responsibilities have no place in business, because business already plays moral role by employing people, showing a return on shareholders’ money and rendering a service to customers. • Corporate social responsibility dismissed as act of theft stealing from the shareholders. • Shareholders will generally treat any corporate expenditure that reduces their wealth position with disfavour. Pluralist perspective • Managers are obliged to o anticipate changes in the business environment o blend the business organisation’s objectives with those of stakeholders and general public o take concrete steps to promote mutual interests of business organisation, stakeholders and general public. • Organisation is not simply viewed as enterprise established for sole purpose of allowing profit making. • Organisation should be thought of as social enterprise whose existence and decisions can be justified only in so far as they serve public or social purposes. • Implication is that corporate social responsibility and investment can have long-term benefits for organisations by helping facilitate stable environment in which to do business. Radical rejection • Programmes of previous perspective criticised as mere big business public relations campaigns • Root of social problems lies in the fact that societies operate along capitalist lines • Social investment programmes should be rejected on basis that they merely act as legitimising exercise for dominance of capital in societies Explain the purpose of evaluating, monitoring and auditing in employment relations • Pinpoint areas of concern: abnormal conduct of employees, which manifests itself in labour turnover, absenteeism, work stoppages, etc, or areas of satisfaction or dissatisfaction that cause employees to have certain attitudes, expectations and perceptions • Observe long-term trends: the employees’ attitudes, expectations and perceptions which, in turn, could have an influence on the policies and practices • Monitor programme impact: the effects of new practices or ongoing programmes addressing the deficiencies in the policies and practices • Provide input for future decisions: to guide management in taking proactive remedial steps; decisions driven by systematically gathered data are more likely to be on target than individual intentions unguided by meaningful input • Add a communication channel: a basis for ongoing dialogue on key issues • Perform research: to serve a company’s own interests, but more importantly, to add substantially to a general pool of knowledge on organisational behaviour • Assist organisational change and improvement in rectifying abnormal conduct of employees, areas of dissatisfaction and deficiencies in the policies and practices • Provide symbolic communication: the content and conduct of a survey carry enormous meaning and send a message to the people involved in it
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