ABSTRACT
Corporate social responsibility (CSR) has recently emerged both as an increasingly influential socio-economic construct and, crucially, as an important managerial idea with strategic implications. As certain unprincipled corporate practices have come to light, there has been a popular backlash against capitalism in general and big business in particular. This chapter indicates that the companies acting on CSR principles pay special attention to the well-being of their employees and there exist a conceptual overlap between CSR and Human Resource Management (HRM) when discussing the employee dimension of CSR. It builds on the qualitative research framework as is widely acknowledged, qualitative methods allow researchers to investigate complex and nuanced problems that are beyond the reach of quantitative methods. Work-life balance is, to reiterate, a complex phenomenon that, on the one hand, has to with HRM, on the other hand, bears on broadly defined labour-market policies and societal values.
