Duygu TürkerTurker, Duygu2025-10-0620189783319917108978331991709221967075, 219670832196-70752196-708310.1007/978-3-319-91710-8_82-s2.0-85120707704https://www.scopus.com/inward/record.uri?eid=2-s2.0-85120707704&doi=10.1007%2F978-3-319-91710-8_8&partnerID=40&md5=84e9f16e8a5e6b6cd58cdd467ec67413https://gcris.yasar.edu.tr/handle/123456789/9600https://doi.org/10.1007/978-3-319-91710-8_8Among all social stakeholders employees are at the top of CSR agenda in most organizations. In many cases CSR perception of society is built around the contributions of companies to their current and prospective workforces and it is empirically supported that being a socially responsible employer positively affects the relevant employee outcomes. Therefore CSR and human resources management (HRM) become closely interrelated and interwoven in our current organizational landscape. The purpose of this chapter is to reveal this integration of CSR and HRM practices based on the main responsibilities of companies towards their current and future employees. Therefore the chapter firstly discusses the ongoing policy framework that is shaped by national as well as international and non-governmental organizations. Deriving from the Carroll’s CSR pyramid (1979 1991) the chapter provides an understanding on the socially responsible human resources management at the philanthropic ethical legal and economic domains. © 2022 Elsevier B.V. All rights reserved.Englishinfo:eu-repo/semantics/closedAccessCollective Bargainingcollective Bargaining, Human Rightshuman Rights, Institutional Theoryinstitutional Theory, Work-life Balancework-life Balance, World Business Council For Sustainable Development (wbcsd)Human rightsHuman RightsWork-Life balanceWork-Life BalanceInstitutional theoryInstitutional TheoryWorld Business Council For Sustainable Development (WBCSD)Collective bargainingCollective BargainingBook Part