Meiji University

　

TitleINDUSTRIAL SPECIFICITY OF CORPORATE SOCIAL

PERFORMANCE（CSP）IN RECRUITING TALENTS

Author(s) 金,素延

Citation 経営論集, 62(3-4): 69-85

URL http://hdl.handle.net/10291/17713

Rights

Issue Date 2015-03-31

Text version publisher

Type Departmental Bulletin Paper

DOI

　　　　　　　　　　　　　　　　　　　　　　　　　　　https://m-repo.lib.meiji.ac.jp/

69

BUSINESS REVIEW Vol. 62， No. 3・4March，2015

INDUSTRIAL SPECIFICITY OF CORPORA TE

SOCIAL PERFORMANCE (CSP) IN

RECRUITING T ALENTS

Soyeon KIM

Keywords: Corporate social and environmental performance， Job applicants， Recruiting，

Industry， Competitive advantage

Abstract

The present study investigates the effect of Corporate Social Performance (CSP) on

applicant attraction at the organizational level. Collecting data from 284 Korean companies，

the study finds that high performance companies for social responsibilities attract larger

number of applicants than low performance companies. This study further reveals the

interactive effect of industry with CSP on application attraction. Findings show出at由e

relationship between CSP and applicant attraction is stronger in the manufacturing industry.

Specifically， results show that Food & Drinking and Medical & Pharmaceutical industrial

sectors can benefit from their improved social and environmental performance in attracting

more prospective job-seekers. Such results imply that the effect of CSP on applicant

attraction is industry-specific. The finding further highlights出atCSP is important to

companies as a mean of gaining competitive advantage in recruiting talents.

70 一一経 営 論 集一一

INTRODUCTION

Corporate social performance (CSP) is defined as出efulfillment of responsibilities

on diverse stakeholders around companies such as employees， customers， communities， and

legal and legitimacy bodies (Woods， 1991). CSP has received much attention in academics

and has been found出atit is related wi也 organizationallevel outcomes such as financial

performance or reputation也atis directly connected to organizational success (Orlitzky，

Siegel， & Waldman， 2011; Brammer & Pavelin， 2006; Fombrun， 1996; Hillman & Keim，

2001). As awareness and pressures toward CSP have increased among stakeholders， CSP is

considered as more important in strategic management (Porter & Kramer， 2006; Mcwilliams

& Siegel， 2001). Currently， more companies invest high portion of their resources to f:叫直11

corporate social responsibilities. However， even though a bunch of research studies the

strategic implications of CSp， there is still paucity of research related with recruiting.

Research rarely investigated the impact of CSP on attracting job seekers or the mechanism

on which CSP is connected to applicant attraction. Also， prior recruiting related research

has mostly conducted in the Western context (Luce， Barber， & Hillman， 2001; Turban &

Greening， 1997).

As an initial process of Human Resource Management (HRM)， recruiting is

important to decide managerial performance. Because successful recruiting can help

companies reduce the operating and coordinating costs involved (Nurn & Tan， 2010)，出is

directly relates to financial performance of companies. Theoretically， the resource based view

emphasizes the importance of hほnanassets as a way of sustaining competitive advantage

in companies (Barney 2001; Capron & Hu11and 1999; Barney 1986). Since human resource

is valuable， rare， and difficult to immitate， it makes a company distinctive from other

competitors. Thus， recruiting a large pool of quality job applicants is a major indicator that

finally determine financial performance of companies (Co11ins & Hans， 2004; Turban & Cable，

2003).

As for recruiting research， very few emprical studies examined organizationallevel-

outcomes. (Collins & Han， 2004; Turban & Cable， 2003). Most works were conducted at由e

individual level， measuring job seekers' intentions or perception as proxies for applicant

attraction. However， researchers have agreed on the need for a more direct and practical

approach in terms of measuring recruiting outcomes (Celani & Singh， 2011; Collins &

一一国DUSTRIALSPECIFICITY OFCORPORATE SOCIAL PERFORMANCE (CSP)悶悶CR日TJNGTALENTS一一 71

Han， 2004; Rynes， 1991). Their arguments are based on the disparity between perception

and behavior. Psychological intention of individuals is not necessarily connected to actual

application behaviors or decisions (Rynes， 1991). Accordingly， the relationship between job

pursuing intention and applying behavior is still tentative. Some earlier works of applicant

attraction have done at the organizational level， but their works were not comprehensive

and didn't consider contextual factors (Celani & Singh， 2011; Col1ins & H叩， 2004; Turban &

Cable， 2003; Taylor & Collins， 2000). The works were bounded to undergraduate students

at just one university or didn't consider industry effect that might have a different effect on

application attraction. Also， the organizational level approach is practically important since

it has potential benefits that can provide more descriptive and practical implications to

comparues.

Given the issues noted above， the present study primarily intends to figure out

the relationship between CSP and applicant attraction in the non-Western context， Korea.

The present research is timely to investigate in consideration of growing attentions on CSP

in Korea and also the importance of corporate recruiting (Ji， 2010). Also，出isstudy delves

into the interactive effects of industry with CSP on applicant attraction. CSP is industry-

specific and industry was found to infiuence reputation (Brammer & Pavelin， 2006). Since

reputation is one of the main factors也atdetermine applicant attraction (Turban & Cable，

2003; Gatewood， Gowan， & Lautenschlager， 1993)， the effect of CSP on attracting job seekers

needs to be understood in connection with industry. Lastly， current study takes a more

comprehensive and practical approach in measuring applicant attraction. The unit of analysis

is company and many companies are investigated. The total number of applicants who apply

for companies is used as a proxy for applicant attraction. This different approach measuring

applicant attraction at the organizationallevel can fil1 the gap found in the previous research.

The study is organized as fol1ows; first， 1 review findings from previous literature

on the relevant issues. Based on出efindings， hypotheses are developed. The hypo也esesare

tested by using 284 organizational level data in Korea. Then， it is followed by methodology

and the empirical results. Finally， it concludes wi出 discussion0

72 一一経 営 論 集一一

しITERATUREREVIEW AND HYPOTHESES DEVELOPMENT

Human Resource， Recruiting， and Applicant Attraction

Human resource is an important intangible asset to companies. Since intangible

assets are not di聞cultto imitate or subs討加te，廿leyprovide companies competitive advantage

由atenables them to set them apart from other competitors (Greening & Turban， 2000;

Barber & Roeh1ing， 1993; Thurow， 1992). Thus， acquiring qua1ity newcomers in the recruiting

process is highly related wi也 companies'organizationa1 and financia1 success. Since success

in acquiring ta1ents can reduce manageria1 costs required to train and educate them，出is

血lallyleads to manageria1 effectiveness and increasing profit (Chapman， Uggerslev， Carrol1，

Piasentin， & J ones， 2005; Capelli， 2000). Due to the importance of human resources， companies

place much emphasis on recruiting. However， in spite of the importance of recruiting，

companies have difficulty in finding and attracting quality job seekers due to increasing

competition for talents (Beechler & Woodward， 2009; Adams， 1998; Chamber， Foulon，

Handtield-Jones， Har虫in，& Michaels， 1998).

Recruiting researchers have long concerned about disclosing main factors that

influence applicants' job decision making. Generally， job seekers are infiuenced by diverse

factors of a company when app刷ngfor a company and some factors positively considered

will attract more job seekers. The Signaling theory says也atcertain organizationa1 factors

such as reputation， familiarity， and organizational environment send a signa1 to applicants so

也atapplicants can assume what working conditions of也ecompany would be like (Turban

& Cable， 2003; Breaugh， 1992; Rynes， 1991). Signaling theory suggests也atsince applicants

have limited information on firms where出eyintend to pursue a job， particularly in an

early stage of recruitment，出eyrecognize information of organizationa1 characteristics and

interpret it to decide whether to pursue a job or not (Rynes， 1991; Schwab， Rynes， & Aldag，

1987). Related to the signa1ing theory， the socia1 identity theory (SIT) has been mostly visited

to explain applicant attraction (Du仕on，Dukerich， & Harquai1， 1994; Ashfo討h& Mael， 1989).

According to SIT， individua1s are easi1y influenced by organizationa1 attributes and recognize

their self-concept based on出eorganization's st副 15.For example， empirica1 research found

也atcompany's reputation positively impacts applicant attraction (Turban & Cable， 2003;

Gatewood， Gowan， & Lautensch1ager， 1993). Since em

一一INDUSTRIALSPECIFICITY OF CORPORA TE SOCIAL PERFORMANCE ~白P) 町 RECRUITlliGT ALENTS一一 73

company's reputation， employees feel more proud and high self-esteemed when working for

a reputable company， contributing to increased organizational commitment and satisfaction

(Bergami & Bagozzi， 2000). The signaling出eoryand the S1T也eoryestablish a profound

theoretical base to explain the in:fiuence of organization-level factors on applicant attraction

(Celani & Singh， 2011).

The Relationship between CSP and Applicant Attraction

Recruiting researchers found that CSP affects organization attraction or job-

pursuit intention of applicants (Backhaus， Stone， & Heiner， 2002; Luce， Barber， & Hillman，

2001; Greening & Turban， 2000; Turban & Greening， 1997). This is because CSP is c10sely

related with corporate image or reputation (Behrend， Baker， & Thompson， 2009; Brammer

& Pavelin， 2006). According to Greening & Turban (2000)， applicants as pote凶 alemployees

perceive CSP as a signal出atimplies values or working conditions of organizations. If an

organization is actively involved in implementing its social and environmental obligations

and enjoys high CSP， it sends a positive signal to applicants and is preferred as a potential

employer. An empirical study by Luce. Barber， & Hi11man (2001) found the mechanism of

how CSP is related to applicant attraction. A company high in CSP is regarded as a more

prospective employer since high CSP increases familiarity of companies， finally leading to

applicant attraction. Also. Albinger & Freeman (2000)'s research suggests也atCSP affects

differently across job seeking groups. CSP is more visible and accessible to the most qua1ified

job seekers in advanced positions由叩 thosewi出 fewjob choices. Therefore. CSP highly

affects prospective applicants wi也 moreeducated and job choices on由eirchoice of釦ture

employer. This finding is pぽ tic叫町lysignificant in出atCSP can be strategically utilized for

companies to sustain competitive advantage. More recent work by Evans & Davis (2011)

found也at也eimpact of CSP on applicant attraction varies across individuals. They found

也atperceived CSP and individual values are interacted to determine applicant attraction， in

由atCSP is more in:fiuen世alto applicants wi也 educatedon CSR and other regarding values.

The earlier findings suggest that CSP is an important determinant of applicant

attraction and takes a role as firms' strategic asset which creates competitive advantage of

firms (Greening & Turban. 2000; Albinger & Freeman， 2000). Given the increased awareness

of CSP around world， it is also expected白紙出isrelationship can be found in Korea. As 1SO

74 一一経 営 論 集一一

26000 has been introduced in 2010， Korean companies are raising their awareness toward

CSP. Currently， over 70% of Korean companies have a department or a division in charge of

corporate social responsibilities to execute their companywide social responsibilities Gi， 2010).

Most recent research in Korea focus on examining the infl.uence of CSP on employees or

customers (Yoon & Ryu， 2011; Kim， Lee， Lee， & Kim， 2010; Kim & lee， 2007). No research has

investigated the impact of CSP on future employees of companies， applicants. However， based

on the prior findings on CSP and growing importance of CSP泊 Korea，it is assumed出at

CSP wi1l be an important attribute in Korean recruiting context. Thus， 1 suggest也atsocially

responsible companies send a positive market signal to Korean applicants and accordingly，

more job seekers are attracted to the companies high in CSP白血 thecompanies low in CSP.

Therefore， this reasoning draws the following hypothesis:

ffi: The higherρe1プ'ormancecompanies for social responsibilities are， the more aPPlicants

apPly for the companies.

The Moderating E仔ect01 Industry in Relationship between CSP and Applicant Attraction

The stakeholder theory considers a company as a citizen of society that it is

involved in. It highlights the interconnection of a company and society， which various

activities of companies greatly infl.uence society and also they are infl.uenced by a society.

This notion accordingly suggests that companies have to extend special attention on

fulfilling their social and environmental obligations expected as a citizen. However， industry

determines the level of social pressure on companies' social and environmental obligations

(Scott， 1995; Pfeffer & Salancik， 1978). It is common that stakeholders of companies place

more pressures on industries whose economic activities are easily visible and significant1y

associated with social and environmental externalities (Rowley & Berman， 2000; Berman，

Wicks， Kotha， & Jones， 1999). Earlier research show that industrial sectors such as resource，

water， and power generation have environmental impacts in particular (Clemens， 2001;

Hoffman， 1999) while other industries such as tobacco and drinking are more connected wi由

social externalities. This implies也atcertain companies related ωenvironmental and social

externalities will be more pressured to achieve higher CSP. The research by Brammer

& Pavelin (2006) presents the moderating effect of industry in their empirical work with

一一INDUSTRIALSPECIFICITY OF CORPORATE SOCIAL PERFORMANCE (CSP) IN RECRUITING TALENTS一一 75

210 UK firms. They found a positive relationship between CSP and reputation of company

and the relationship is strengthened in industries where business activities are more

involved in social and environmental externalities. This lends a support也at出einfl.uence

of improved CSP on outcomes is industry specific. If companies fulfill their responsibilities

fit for expectations from stakeholders， preferences or images toward the companies will be

heightened. This flow of logic can be applied to the recruiting context. That is， applicants

as future internal stakeholders might consider a company positively if the company fulfills

their expected social or environmental obligations. Thus，也isreasoning draws the following

hypothesis:

H2: Industry moderates the relationship between CSP and aPPlicant attraction， such that the

relatiω~ship is stronger in sectors that are associated with saliently social and environmental

zssues.

MEASUREMENT OF VARIABLES

Dependent Variable: Applicant Attraction

Dependent variable for this study is applicant attraction. The proxy for applicant

attraction is the number of applicants who applied for each firm. The data for the number

of applicants was provided by a large online heading hunting firm in Korea. Originally，

the head hunting firm contacted over 1100 Korea firms registered in the Korea Chamber

of Commerce and Industry. Among 1，100 firms， 571丑rmsimplemented open recruiting in

2010， which hires fulltime new employees. All applicants are new and prospective university

graduates. Survey in the宜rmswas conducted for two weeks. During the survey periods， two

research assistants contacted a HR manager at each company and asked recruiting咽related

questions the company did in 2010. Among 1，100 companies in total， 368 companies answered

the questions indicating 30% response rate and most of companies didn't cooperate by the

confi.dential issue involved. Since our concern is the companies that did regular recruiting

for new employees， others that don't fit the requirement were not included. Finally， 284

companies were included in the analysis. The natural logarithm value of the total applicants'

number was used as dependent variable.

76 一一経 営 論 集一一

Independent Variable: CSP

Measuring CSP is a complicated task since CSP involves evaluating companies'

various social activi討esand their implementations. The most popular CSP index is KLD

Index (Waddock & Graves. 1997; Sh紅企nan.1996). This index measures firms' Environment，

Social. and Governance (ESG) performance of most U.S. firms since 2001 and over 3.000

firms are in the index. Similar to由eKLD Inde玄.Korea has Korea Economic ]ustice Index

(KE]I Index)由athas been developed by long established Korea Economic ]ustice Institute.

The index is an aggregated number resulting from the respective performance value in

each seven area-Integrity. Fairness. Commu:nity Involvement. Customer Involvement.

Environment. Employee satisfaction. and Economic contribution. which is measured with total

49 qualitative and quantitative indicators. The KE]I Index is reputable for its long history

and has widely adapted to the management research in Korea. This study accordingly takes

2009 KE]I Index as independent variable.

Control Variables

The four control variables were included. those earlier found to be influential to

applicant at廿action(Collins & Hans. 2004; Turban & Cable. 2003; Luce. Barber. &四日man.

2001). First. company size was controlled by including 加talnumber of employees and total

sales. And. company's profitability was controlled by including return on asset (ROA) since

the larger and profitable firms are more at廿activeas an employer to job seekers (Luce.

Barber. & H出man.2001). The industry dummy was also included in the regression analysis

following the argument也atapplicants perceive a firm's reputation different1y depending on

the industry出atthe company is involved in (Collins & Hans. 200会Turban& Cable.却O劫.

The companies placed in manufacturing industry were coded as 1 and for the others as O.

一-INDUST悶ALSPECIFICITY OF CORPORA TE SOCIAL PERFORMANCE (CSP) IN RECRUITING T ALENTS一一 77

RESUし.TS

Table 1 presents descriptive statistics and correlation matric among variables. 1

transformed the two size variables (the number of applicants and employees) and total sales

into logarithm to avoid distor出19results by including original variables in the analysis.

Table 1. Descriptive Statistics and Correlations

Mean S.D. 2 3 4 5 6

l.In(Number of applicants) 6.19 2.25 1.00

2.In(Number of employees) 5.95 1.44 0.66* 1.00

3.In(Sales) 26.13 1.80 0.70キ 0.85* 1.00

4.ROA 0.04 0.10 0.05 0.09 0.08 1.00

5.CSP 0.34 0.68 0.31申 0.36*0.36* 0.00 1.00

6.Industry(Manu白伽ring) 0.60 0.49 ・0.29 ・0.06-0.15* 0.04 0.09 1.00

Table 2 reports the primary regression results. In this first regression analysis.

industry dummy was included. taking 1 for manufacturing companies and 0 for the others.

Model 1 indicates that manufacturing companies are not preferred to job seekers compared

to non・manufacturingcompanies. As founded in the earlier empirical works.出eresult

supports that出esize variables are main indicators出atexplain applicant attraction (Collins

& Hans. 2003; Luce. Barber. & Hillman. 2001). CSP was added in model 2. The result

demonstrates出atCSP is highly correlated with applicant at仕actionin the level of pく 0.05.

The finding supports Hypothesis 1. Model 3 extends Model 2 by introducing interaction term

of CSP and industry and reports a significantly positive interaction effect This suggests that

the relationship between CSP and applicant attrac世onis moderated by industry such that

the relationship is strengthened in the manufacturing industry. The result lends a support to

Hypothesis 2.

78 一一経 営 論 集一一

Table 2. Regression results from the all samples

Variables Mode11 Mode12 Mode13

Constant -10.73*** -9.91 *** 司 10.12*帥

Number of employees 0.39*申 0.37ホ* 0.33**

Sales 0.58*** 0.55**市 0.57***

Returnon邸 sets -0.18 -0.10 -0.19

Manufacturing ー0.98*** -1.02*** -1.25***

CSP 0.29* -0.18

x Manufacturing 0.68*

R2 0.553 0.560 0.569

AdjustedR2 0.547 0.552 0.559

F-value 86.42*** 70.76申** 60.92***

*紳p<O.OOl，料 p<O.Ol，栴 p<0.05，tpと0.1

The post-hoc analysis was followed to clarify the interactive effects of industry and

CSP on applicant at位action.Companies included in manufacturing indus廿ywere decomposed

depending on their two digit SIC code. Table 3 represents that 170 manufacturing companies

are categorized by six different industrial sectors， Metal & Mineral resources， Construction

& Engineering， Components & Materials， Foods & Drinking， Medical & Pharmaceutical， and

Electronics.

一一国DUSTRIALSPECIFICITY OF CORPORATE SOCIAL PERFORMANCE (白P)IN RECRillTING TALENTS一一一 79

Table 3. Industry sectors in manufacturing companies

Frequency Percent Cumulative

Metal & Mineral resources 51 30 30

Construction & Engineering 25 14.71 44.71

Components & Materials 41 24.12 68.82

Foods & Drinking 20 11.76 80.59

Medical & Pharmaceutical 11 6.47 87.06

Elec仕omcs 22 12.94 100

Total 170 100

Table 4 shows the interactive effects of industry and CSP. ln the regression

analysis， six different industrial sectors are dummy司coded.Model 1 presents that CSP皿 d

two industrial sectors， Foods & Drinking， and Medical & Pharmaceutical industry have

significant interactve effects that explain 58.7% of the total variance. This finding suggests

出atCSP has a significant effect on applicant attraction in these industries. Additionally， since

CSP is a multidimensional concept involving diverse activities and practices of companies

(Wood， 1991; Carroll， 1979)， two sub-dimensions were adopted to draw more specific findings.

The two social and environmental performance have been often investigated in the prior

research since出eyare practically important. Model 2 and Model 3 show interactive effects

of industry with environmental and social performance， respectively. Model 2 represents that

only in Medical & Pharmaceutical industry， environmental performance is associated wi也

applicant attraction. ln a similar vein， Model 3 reports也atsocial performance significantly

determines recruiting performance in two industry sectors， Foods & Drinking， and Medical

& Pharmaceutical industry.

80 一一一経 営 論 集一一

Table 4. Regression Results with Decomposition of CSP in Manufacturing companies

Model1 Mode12 Mode13 Variables

Constant -15.38*** -15.22**隼 -15.30**

Number of employees 0.44↑ 0.51 * 0.47*

Sales 0.70*** 0.68*** 0.69***

Return on assets 同 0.56 -0.6 -0.65

Industry sectors

Construction & Engineering 0.25t 0.38 0.27

Components & Materials 0.63 0.62 0.55

Foods & Drinking 0.05 0.17 -0.03

Medical & Pharmaceutical 0.27 0.3 0.27

Electronics 0.83↑ 0.81↑ 0.79↑

CSP -0.06

玄 Construction& Engineering 0.15

京 Components& Materials 0.11

玄Foods& Drinking 1.03*

玄Aゐdical& Pharmaceutical 1.10ホ

玄Electronics -1.03

Environmental Performance -0.1

玄 Construction& Engineering 開 0.23

玄 Components& Materials 0.08

玄Foods& Drinking 0.72

x Medical & Pharmaceutical 1.42*

玄Electt・onics -1.09

Social Performance -0.17

玄 Construction& Engineering 0.08

玄 Components& Materials 0.29

京Foods& Drinking 1.42*

玄Medical& Pharmaceutical 1.24*

x Electronics -2.1

R.2 0.621 0.616 0.623

Adjusted R2 0.587 0.581 0.589

F-value 18.15榊* 17.75判権 18.29*帥

料傘p<O.OOl，** p<O.Ol， * p<O.05， tp<O.1 In the regr田sionmodels， omitted indus町，variable is‘Me飽1& Mineral resources' industrial sector.

一-INDUSTRIAL SPECIFICITY OF CO即ORATESOCIAL PERFORMANCE (問問RECRUITINGTALENTS一一 81

DISCUSSION

The current study investigates the effect of CSP and industry on the recruiting

outcome at organizational level. The findings of the present study support and extend

previous research in the following respects. First. the finding represents that high

performance companies for social responsibilities attract more job seekers. This result is

in line with prior findings出atCSP and applicant attraction are significant1y related (Luce，

Barber， & Hillman， 2001; Greening & Turban， 2000; Turban & Greening， 1997). This study

further extends the prior research to the less tested context， Korea. Second， the result

reports出atindustry moderates the relationship between CSP and applicant attraction. The

relationship is stronger in the industries出athave more environmental or social externalities

because they have more pressures or expectations from stakeholder to fulfi11 their

responsibilities. The findings present出atmanufacturing companies are less preferred as a

prospective employer in Korea. However， improved corporate social responsiveness has more

influential effects to manufacturing companies when recruiting people. More specifically，

among manufacturing industries， certain industrial sectors such as Food & Drinking and

Medical & Pharmaceutical sectors can benefi.t from their improved CSP in attrac出19more

applicants. The result supports the prior notion出at出eeffect of CSP is industry幽specifi.c

(Brammer & Pavelin， 2006) even in the recruiting context

Theoretical and practical Implications

The current research findings provide some theoretical implications that have

to be noted. First， the study examined the impact of CSP on applicant aitraction at the

organizational level. In spite of the managerial importance of organizational level outcome

variables (Celani & Singh， 2010; Turban & Cable， 2003)， most recruiting research has

examined applicant attraction as perception or intentions to work (Behrend， Baker， &

Thompson， 2009; Backhaus， Stone， & Heiner， 2002; Luce， Barber， & Hillman， 2001). Even

though some studies have exanlined applicant attraction at the organizational level (Collins

& Han， 2004; Turban & Cable， 2003)， their research contexts were limited to one university

or didn't consider industry e宜'ects，which produces difficulty to generalize. However， the

current study took a more concrete and realistic approach by collecting the wide-scale

82 一一経 営 論 集一一

recruiting data from 284 companies. Thus. this research finding could suggest more practical

and measurable implication to companies. From the results. companies would血ldthat their

attention toward social responsiveness is directly related to applicant pool quantity that

increases the effectiveness of their overall sta血ngsystems (Collins & Hans. 2004).

Second. it is important to be noted that this research extends prior research on the

relationship between CSP and applicant attraction to the non-western setting. Korea. This

finding reflects出atthe managerial importance of CSP is not only an issue in the Western-

setting that has given early attention to corpdrate social responsibilities. but also in the Eastern

countries that are fairly late movers on implementing corporate social responsibilities. This

further implies出atcompanies need deeper understanding and practical application of CSP

in their daily business (Porter & Kramer. 2006; Albinger & Freeman. 2000). Finally. it is

noteworthy出atthe effect of CSP on applicant attraction is influenced by industry. Industries

whose business activities are more visible and exposed to pressures from stakeholders

can retrieve their images or reputation as an employer by focusing on increasing CSP. In

particular. this is motivating to manufacturing companies也atare common to be less favored

and experience less reputation as an employer. Findings provide evidences that companies

in Food & Drinking and Medical & Pharmaceutical industrial sectors can take advantages

of their improved social and environmental performance in attracting more prospective job

seekers.

The findings from也isstudy can provide practical advice to comp辺国sas follows.

First. from the current research. companies can clearly understand that organizational

factors are significantly connected to the pool quantity of applicants. This finding is valuable

to companies since the pool quantity of applicants contributes to increasing the effectiveness

of their overall sta盟ngsystems in companies. Companies would notice由attheir increased

awareness on corporate social responsibilities affects the pool quantity of applicants and

accordingly. companies can strategically utilize their corporate social responsibilities to

raise awareness of applicants on companies. Second， the finding on出emoderating e百ect

of industry provides companies more practical implication with regard to their resource

allocation. The finding suggests that companies in manufacturing industry can attract more

applicants by utilizing their resources in a socially and environmentally responsible way.

Thus. companies can emphasize the environmental safety in their manufacturing procedures

and manufactured goods or be actively involved in improving local community. This strategic

一一国DUSTRIALSP回目CITYOF CORPORA TE SOCIAL PERFORMANCE (1白町凶RECRUITINGTALENTS一一 83

and consorted effort of companies can raise awareness from stakeholders， particularly their

future employees. This further suggests出atcompanies in the hatred industry sector with

negative environmental and social externalities can overcome disadvantages as an employer

by increasing CSP.

しimitationsand Suggestions for Future Research

In spite of the implications raised， there are some limitations to be noted. First， this study

measured organizational level outcome only with the applicant pool quantity. Even由ough

this is a major organizational outcome variable出atwas previously suggested (Collins &

Hans， 2004; Turban & Cable， 2003)， it is not certain about the quality of applicant pool. It'

s general出atmost Korean companies post出equalifications of applicants that companies

would like to hire. Companies require necessary qualifications of application such as G.P.A，

lan思lageproficiency， education level， major， and so on. The study presumed that job seekers

satisfying the requirements would apply for companies given the fact白紙 applyingprocess

takes time and efforts to be prepared. But， since companies generally can't control or

restrict applications in the initial recruiting process， our assumption might not be validated.

Therefore， future research is required to enrich our research findings by investigating

the quality of applicant pool， the specific characteristics of the application pool such as its

demographic characteristics， academic achievement， and even attitudes. Second， the current

research context was confined to the college recruitment setting. Therefore， our finding

may not be generalized to other句rpesof job seekers. The influence of organizational factors

might be different depending on job seekers since individual experiences and background

affect the perception toward companies. In particular， since the effect of CSP varies across

job seeking groups (Albinger & Freeman， 2000)， it would be interesting to examine how CSP

different1y affects between those who are already employed and the newly hired. Third， the

study considered few control variables that infiuence applicant attra.ction. Even though these

chosen organizational factors were found to be related to applicant attraction in the earlier

research， it is also possible that some other organizational factors influence the dependent

variable. Thus， future research should comprehensively investigate organizational factors

that might in:fl.uence the pool quantity of application.

84 一一経 営 論 集一一

REFERENCES

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