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This paper aims to model the impact of corporate social responsibility practices (CSRP) on job seekers’ organisational attractiveness (JSA) with particular reference to two Indian states, i.e. Andhra Pradesh (AP) and Odisha (OD). Further, the paper examines whether there are any significant variations in the perception of job seekers in these two states.

The sample for this exploratory research consisted of 943 business management students of AP and OD. The model was developed using the hierarchical component model method, and the associations were examined using partial least squares structural equation modeling (PLS-SEM). Furthermore, PLS-multi group analysis (PLS-MGA) was used to analyse the specific differences between two sample groups.

The study found that the CSR constructs, i.e. economical, legal, ethical and philanthropic, have a positive significant effect on CSRP for both groups of job seekers. The study also argued that the company selection by job seekers based on high or low CSR practices has no moderating effect on both sample groups for economical, legal, ethical and philanthropic dimensions. Further, the result revealed that the age and gender variables could not make any significant differences in the perceptions of job seekers.

The study provides research-based insights to relevant stakeholders (institutions, corporate, government and policymakers) that would be used in formulating strategies to strengthen the relationship between CSRP and JSA.

The study investigates CSR’s effect on organisational attractiveness from the theoretical lens of Carroll’s pyramid for two groups of job seekers. Limited studies have examined the complexity of this association with such a research context. The result guides educators, corporate, governments, practitioners and job seekers working on CSRP and JSA.

This paper aims to understand the two-way interaction between corporate social responsibility (CSR) and the attractiveness of organization to job seekers (AOJS).

A system dynamics model is developed in the form of a causal loop diagram (CLD) that explains the CSR-AOJS interaction dynamically. To test the credibility of the developed model, the survey data are used to validate the causal relationships in the CLD.

This study found that developing an effective strategy or tool by capturing various essential CSR elements can attract potential job seekers.

The developed model is relevant to policymakers, decision-makers and managers when strategizing the CSR plan to attract potential job seekers.

Leadership and team building, Human resource management, Organizational behavior.

The case may be most useful for MBA or any other PG level courses, particularly in human resource management, team leadership, motivation and morale. The Case could also be appropriate in the courses that cover General Management or Business Management, Executive Education Programs. This case can also be taught to the middle level and senior level managers in Management Development Programs.

The case study describes the leadership lessons drawn from the role of Kattappa in the movie Baahubali. He took bold decisions to save the Mahishmati kingdom from Bijjaladeva. Being a slave and agile swordsman, he obeyed all the orders of the king of the realm. He made strategic decisions which resulted in positive outcomes for the kingdom. His leadership style can be linked with the theories of servant leadership style. The case tells us about some selected instances from the movies Baahubali: The Beginning and Baahubali 2: The Conclusion, which had happened with Kattappa which can be used to understand the different principles and philosophy of servant leadership.

The expected learning outcomes are as follows: to understand the different dimensions and essential skills of servant leadership; to analyze and learn the servant leadership style from the role of Kattappa; and to evaluate the appropriateness of servant leadership in context to other leadership styles.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 6: Human Resource Management.

The purpose of this paper is to study the effect of corporate social responsibility (CSR) effectiveness on job seekers’ organizational attractiveness (JSA). Deriving inspiration from Carroll’s theory, the study specifically tries to measure the impact of CSR on JSA with the four dimensions pertaining to economics (PECO), pertaining to legal compliance (PLCO), pertaining to ethics (PETH) and pertaining to philanthropic (PPH). Furthermore, the paper also tries to examine the moderating role of company selection (COM SEL) done based on high or low CSR reputation and JSA.

Management and engineering students enrolled in premier institutions and universities of Western Odisha in India are surveyed for their perceptions of CSR and JSA. Purposive and convenience sampling are applied to collect data from 456 job seekers. Based on the analysis, the study proposes two main models (Models 1 and 2) wherein Model 1 tries to measure the effect of CSR on JSA and Model 2 checks the moderating effect of COM SEL on CSR and JSA. In addition, robustness of the study is tested using control variables (Models 3 and 4). Data is treated through SmartPLS 3.3 software. The structural equation modelling (partial least squares-SEM) method is applied to test the hypotheses and for further analysis.

The result reveals an interesting insight. There is a positive and significant effect of PECO, PLCO and PPH on JSA. Moreover, no such significant effect is observed between PETH and JSA. Further, the findings are contrary with respect to COM SEL, that partially moderates the effect of CSR on JSA. However, the results reveal that COM SEL has a substantial moderating effect on the PPH dimension of CSR and JSA.

The results highlight that CSR positively and significantly affects JSA in terms of PECO, PLCO and PPH, thereby emphasizing that organizations must be more focused on these perspectives of CSR. Further, though the results did not exhibit any significance with PETH, it is essential that organizations should strengthen the ethical aspects of CSR as well and align them with the CSR strategic actions. The study also confirms the moderating effect of COM SEL on PPH dimension of CSR and JSA, thereby supporting the philanthropic approach in this domain. Further, the organizations should foresee the philanthropic factor of CSR as a competitive advantage to attract potential job seekers.

This research attempts to contribute to CSR and HR literature in two ways. First, it is the first attempt to use PLS-SEM with an attempt to understand job seekers’ perception of CSR and JSA with Indian data consisting of students belonging to premier business management and engineering institutes. Second, the study is an attempt to empirically measure the moderating effect of COM SEL on JSA. To sum up, the study will provide insights to organizations to help craft CSR strategies for attracting more job seekers.