Rethinking corporate social responsibility in the mining industry: focusing on recipients’ perspectives
- Authors: Hlatshwayo, Thina M
- Date: 2020
- Subjects: Social responsibility of business -- South Africa -- Case studies , Mining industries -- Social aspects-- South Africa , Sustainable developmenet -- Social aspects -- South Africa
- Language: English
- Type: text , Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10962/141711 , vital:37998
- Description: Views on the importance of companies engaging in CSR initiatives have been debated widely and critics of the concept continue to argue both locally and globally. The objective of the study was to gain an in-depth understanding of the recipients’ perspectives on their involvement in CSR projects implemented in their community by a chosen mining company and the successes and challenges of the project. A qualitative research approach was used for the study. Using nonprobability purpose sampling, a total of 15 participants from Lusikisiki were selected for the study. The data obtained was analysed using inductive thematic analysis. The results of the study were discussed based on the three research questions of the study which focused on recipients’ perspectives on their involvement in the projects and their perceptions on the successes and challenges of the projects. The study found that the chosen mining company made a significant contribution towards developing the community. Furthermore, the study found that recipients’ involvement in the projects enabled them to realize their assets in one of the projects as a result of the shift in approach by the organisation as the project progressed (Needs Based Approach to ABCD Approach). In addition, the study found that the successes of the projects changed the recipients’ perceptions of themselves and enabled them to actively engage in transforming their lives. However, the projects did face many challenges and recipients posited that more still needs to be done by organisations to develop communities and ensure that projects remain sustainable long after their partnership has dissolved.
- Full Text:
- Date Issued: 2020
- Authors: Hlatshwayo, Thina M
- Date: 2020
- Subjects: Social responsibility of business -- South Africa -- Case studies , Mining industries -- Social aspects-- South Africa , Sustainable developmenet -- Social aspects -- South Africa
- Language: English
- Type: text , Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10962/141711 , vital:37998
- Description: Views on the importance of companies engaging in CSR initiatives have been debated widely and critics of the concept continue to argue both locally and globally. The objective of the study was to gain an in-depth understanding of the recipients’ perspectives on their involvement in CSR projects implemented in their community by a chosen mining company and the successes and challenges of the project. A qualitative research approach was used for the study. Using nonprobability purpose sampling, a total of 15 participants from Lusikisiki were selected for the study. The data obtained was analysed using inductive thematic analysis. The results of the study were discussed based on the three research questions of the study which focused on recipients’ perspectives on their involvement in the projects and their perceptions on the successes and challenges of the projects. The study found that the chosen mining company made a significant contribution towards developing the community. Furthermore, the study found that recipients’ involvement in the projects enabled them to realize their assets in one of the projects as a result of the shift in approach by the organisation as the project progressed (Needs Based Approach to ABCD Approach). In addition, the study found that the successes of the projects changed the recipients’ perceptions of themselves and enabled them to actively engage in transforming their lives. However, the projects did face many challenges and recipients posited that more still needs to be done by organisations to develop communities and ensure that projects remain sustainable long after their partnership has dissolved.
- Full Text:
- Date Issued: 2020
Managerial perceptions of corporate social responsibility and social practices present at McDonalds South Africa
- Authors: Böckle, Ingrid
- Date: 2009
- Subjects: Social responsibility of business -- South Africa -- Case studies , Business ethics -- South Africa -- Case studies , Management -- Moral and ethical aspects -- South Africa -- Case studies , Executives -- Professional ethics -- South Africa -- Case studies , Corporate governance -- Moral and ethical aspects -- South Africa -- Case studies , Business logistics -- Moral and ethical aspects -- South Africa -- Case studies , McDonald's Corporation
- Language: English
- Type: Thesis , Masters , MSocSc
- Identifier: vital:3300 , http://hdl.handle.net/10962/d1003088
- Description: This study deals with corporate social responsibility (CSR) and focuses on managerial perceptions of CSR at McDonald’s South Africa (SA) and how social responsibility is translated into social practices. The key objectives of the research are: to analyse McDonald’s both internationally and locally in South Africa to establish whether CSR policies exist, then to investigate how these policies are perceived and integrated by outlet managers. Lastly to investigate what kind of social responsibility (SR) involvement, if at all, occurs at outlet level. The research site covers three regions in South Africa, which are the Eastern Cape, Western Cape and Gauteng. The total research sample is 38. 33 interviewees were outlet managers, who were purposively selected, and 5 additional interviews took place with: 2 McDonald’s SA Head Office representatives, 2 interviews with beneficiaries of McDonald’s SR involvement and 1 with the trade union SACCAWU. The research was carried out through questionnaires and semi-structured interviews. The design of this research is based on an interpretive social science approach. The aim of the research was to investigate outlet managers’ perceptions of CSR and social practices present at McDonald’s SA outlets. The key findings of the research indicate that: CSR policies at McDonald’s SA head office are not communicated sufficiently to outlet managers, SR involvement is evident, especially for initiatives focusing on children’s welfare, but far too little occurs at the outlet level. There are also too few checks on social involvement by head office and no formal reporting system is available to the outlets except through an internal magazine, called the Big Mag. There is no official CSR report at McDonald’s SA. The fact that no report exists makes this study more relevant since this research investigates matters pertaining to CSR and social practices. The overall significance of the study is that it brings to the forefront the importance of internal company and external broader regulation which is part of the greater debate of CSR. This is because the analysis of managerial perceptions and implementation of CSR shows some unwarranted discrepancies between policies and practices, locally, nationally and internationally even within the same organisation.
- Full Text:
- Date Issued: 2009
- Authors: Böckle, Ingrid
- Date: 2009
- Subjects: Social responsibility of business -- South Africa -- Case studies , Business ethics -- South Africa -- Case studies , Management -- Moral and ethical aspects -- South Africa -- Case studies , Executives -- Professional ethics -- South Africa -- Case studies , Corporate governance -- Moral and ethical aspects -- South Africa -- Case studies , Business logistics -- Moral and ethical aspects -- South Africa -- Case studies , McDonald's Corporation
- Language: English
- Type: Thesis , Masters , MSocSc
- Identifier: vital:3300 , http://hdl.handle.net/10962/d1003088
- Description: This study deals with corporate social responsibility (CSR) and focuses on managerial perceptions of CSR at McDonald’s South Africa (SA) and how social responsibility is translated into social practices. The key objectives of the research are: to analyse McDonald’s both internationally and locally in South Africa to establish whether CSR policies exist, then to investigate how these policies are perceived and integrated by outlet managers. Lastly to investigate what kind of social responsibility (SR) involvement, if at all, occurs at outlet level. The research site covers three regions in South Africa, which are the Eastern Cape, Western Cape and Gauteng. The total research sample is 38. 33 interviewees were outlet managers, who were purposively selected, and 5 additional interviews took place with: 2 McDonald’s SA Head Office representatives, 2 interviews with beneficiaries of McDonald’s SR involvement and 1 with the trade union SACCAWU. The research was carried out through questionnaires and semi-structured interviews. The design of this research is based on an interpretive social science approach. The aim of the research was to investigate outlet managers’ perceptions of CSR and social practices present at McDonald’s SA outlets. The key findings of the research indicate that: CSR policies at McDonald’s SA head office are not communicated sufficiently to outlet managers, SR involvement is evident, especially for initiatives focusing on children’s welfare, but far too little occurs at the outlet level. There are also too few checks on social involvement by head office and no formal reporting system is available to the outlets except through an internal magazine, called the Big Mag. There is no official CSR report at McDonald’s SA. The fact that no report exists makes this study more relevant since this research investigates matters pertaining to CSR and social practices. The overall significance of the study is that it brings to the forefront the importance of internal company and external broader regulation which is part of the greater debate of CSR. This is because the analysis of managerial perceptions and implementation of CSR shows some unwarranted discrepancies between policies and practices, locally, nationally and internationally even within the same organisation.
- Full Text:
- Date Issued: 2009
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