The Impact of Social Responsibility on Organizational Effectiveness: A case Study of Construction Industry in AJ&K

Authors

  • Dr. Abdul Ghafar Khan Assistant Professor, Management Sciences, Mohi-ud-Din Islamic University, Nerian Sharif AJK, Pakistan
  • Dr. Muhammad Ajmair Assistant Professor, Department of Economics, Mirpur University of Science and Technology, Mirpur, AJK, Pakistan
  • Saqib Yaqoob MS Scholar, Department of Management Sciences, Mohi-ud-Din Islamic University, Nerian Sharif, AJK, Pakistan

DOI:

https://doi.org/10.47205/jdss.2022(3-II)48

Keywords:

Diverse Workforce, Globalization, Human Resource Management, Organizational Effectiveness, Social Responsibility

Abstract

The primary purpose of this study is to provide a conceptual framework that investigate the impact of corporate social responsibility on the effectiveness of the organization in AJ&K construction's companies. The Primary data was gathered from various respondents. For this the study used questionnaire as mentioned suitable question against each variable. The results indicate that the respondents have already sense a theme of corporate social responsibility but in a different scenario. The findings show that ethical responsibility makes contribution to organizational effectiveness in AJ&K. This relationship amongst the result analyses that organization effectiveness will increase when organization adapts for ethical and social responsibility. Findings of this study show that ethical responsibility has a significant positive influence on organization effectiveness. Second hypothesis of this research was to check relation between economical responsibility and organizational effectiveness. The findings of this study will defiantly help to bring aware among government employees regarding CSR.

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Published

2022-06-30

Details

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    PDF Downloads: 52

How to Cite

Ghafar Khan, A., Ajmair, M., & Yaqoob, S. (2022). The Impact of Social Responsibility on Organizational Effectiveness: A case Study of Construction Industry in AJ&K. Journal of Development and Social Sciences, 3(2), 517–528. https://doi.org/10.47205/jdss.2022(3-II)48