On work motivation and CSR evaluation: An analytical model expressing the relation between CSR evaluation and work motivation based on Herzberg's motivation-hygiene theory

Mamoru Uehara, Hiroshi Yamashita, Takahiro Ohno

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    Corporate management with a Corporate Social Responsibility (CSR) focus is now drawing attention. The stakeholders of corporations are closely watching how corporations are managed from CSR perspectives oriented towards corporate sustainability, and corporations themselves are beginning to build CSR structures in pursuit of enhanced corporate value. Corporations with highly motivated employees are more likely to improve their CSR performance, while the employees at corporations with high CSR standards are more likely to be CSR-conscious and to have strong work motivation. Some corporations are trying to activate this positive spiral in order to contribute socially through their primary business and fulfill their CSR. According to Herzberg's Motivation-Hygiene Theory, evaluations of aggressive criteria (the corporation's active measures and strategies) and defensive criteria (the corporation's internal control and risk management systems) undertaken during CSR evaluations produce different results, depending on whether the evaluator is a "motivator" seeker or a "hygienic factor" seeker. Heeding this tendency, we present a new model to express the relation between the work motivation of employees and the corporation's CSR evaluation results in a brief and easy-to-understand manner.

    Original languageEnglish
    Pages (from-to)104-112
    Number of pages9
    JournalJournal of Japan Industrial Management Association
    Issue number2
    Publication statusPublished - 2009



    • Behavioral science
    • CSR
    • Herzberg's motivation-hygiene theory
    • M-H factor
    • Work motivation

    ASJC Scopus subject areas

    • Industrial and Manufacturing Engineering
    • Applied Mathematics
    • Management Science and Operations Research
    • Strategy and Management

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