外文翻譯-企業(yè)社會責(zé)任對人力資源管理的適用性（節(jié)選）

1、<p>　　中文 4400 字，英文 2300 單詞，13000 字符 </p><p>　　文獻(xiàn)出處：Fuentes-García F J, Núñez-Tabales J M, Veroz-Herradón R. Applicability of Corporate Social Responsibility to Human Resources Manage

2、ment: Perspective from Spain[J]. Journal of Business Ethics, 2008, 82(1):27-44.</p><p><b>　　外文文獻(xiàn)： </b></p><p>　　Applicability of Corporate Social Responsibility to Human Resources Ma

3、nagement: Perspective from Spain</p><p>　　FJ Fuentes-García，JM Núñez-Tabales，R Veroz-Herradón</p><p><b>　　ABSTRACT </b></p><p>　　This article analyse

4、s the concept of Corporate Social Responsibility in relation to Human Resources (HR) management. Five potential tools are defined and their advantages and disadvantages are discussed. Finally, the implementation of the m

5、ost advanced and powerful tool in this area is studied: the SA8000 standard. </p><p>　　KEY WORDS: Corporate Social Responsibility, human resources, interest groups, SA8000 standard, Spain </p><p&g

6、t;　　Introduction: The growing importance of CSR </p><p>　　At the dawn of the third millennium, there is growing interest in the social dimension of business activities; nowadays, citizens are better informed

7、 and their values have changed; they are increasingly ecologically and socially aware and demand more from companies than just the efficient production of goods and services. </p><p>　　Companies have respond

8、ed to the new social demands of their interest groups by implementing Corporate Social Responsibility (CSR) actions, which include all their environmental and social activities that go beyond mere economic interests and

9、break away from the traditional image of a company that focuses solely on generating value for its shareholders. </p><p>　　Porter and Kramer (2003) believe there is a space where the interests of pure philan

10、thropy and pure business can converge and create both social and economic benefits. In short, CSR can give companies a competitive edge, a strategy that leading companies are already implementing. </p><p>　　

11、The development of CSR is the result of changes in the developed world’s core values (greater concern for environmental deterioration, discriminatory working practices, respect for human rights, etc.) and is linked to th

12、ree key factors (Nieto and Ferna´ndez, 2004): </p><p>　　Increased regulation: Regulations have been drawn up by very diverse international organizations (UN, OECD, EU...) and governmental sources, requi

13、ring all economic agents to respect certain guidelines that work for the good of society in general. </p><p>　　Pressure from consumer markets: Consumer markets are now gradually changing and a growing number

14、 of consumers are making responsible purchases, choosing organic products or those produced in accordance with CSR criteria (fair trade, limited use of non-renewable resources, fair working conditions, etc.). </p>

15、<p>　　Pressure from the financial market: The pressure from the financial market is the most recent change. In money markets, a growing number of investors are looking for SRI (socially responsible investment), whi

16、ch refers to funds and companies that develop good CSR practices. Certain studies indicate that investors are not solely moved by altruistic values since there is a positive correlation between social and financial perfo

17、rmance (it seems that companies with more developed CSR policies and act</p><p>　　Reasons that drive companies to adopt CSR criteria </p><p>　　There are two basic reasons that have led companies

18、 to adopt CSR criteria: </p><p>　　–On the one hand, greater social awareness on a global scale. Public opinion is increasingly critical of the negative effects of globalization and over the last few years ma

19、ny associations and initiatives have been springing up through nongovernmental organizations, foundations and standards agencies to tackle this issue. </p><p>　　–On the other hand, companies themselves are d

20、ivulging the advantages offered by CSR not only as a defensive strategy that protects them against possible charges and lawsuits, but also as an offensive strategy to create value. This is consequence of the increasing i

21、mpact of social criteria in consumers’ purchasing decisions, as revealed in a recent CSR study in Europe. In general, consumers are not willing to buy products or services from companies that engage in unethical behaviou

22、r. Faced with </p><p>　　Even though companies do not usually publicize the specific reasons that have led them to adopt CSR criteria, the European Commission has put together a list of motives, suggested by

23、the companies themselves: </p><p>　　–Business ethics. </p><p>　　–The personal commitment of the company’s directors. –Improve competitiveness. </p><p>　　–Strengthen the company’s im

24、age. </p><p>　　–Prevent negative publicity, lawsuits or campaigns against the company. </p><p>　　–Increase customer loyalty. –Stand out from the competition.</p><p>　　–Improve human

25、 resources management. </p><p>　　–Strengthen the loyalty of management staff.</p><p>　　–Attract new employees. </p><p>　　–Improve adaptation to change. </p><p>　　–Cost

26、reduction. </p><p>　　–Tax breaks. </p><p>　　CSR and HR management </p><p>　　CSR encompasses a wide range of practices, from respect for the environment to the elimination of discrim

27、ination and abuse in the work place. </p><p>　　One of the basic aspects of CSR, which is increasingly gaining importance, is the fact that it is also implemented within the company itself, specifically in th

28、e area of human resources. Here, CSR spans a wide range of concepts and can vary between the minimum requirements of respecting the workers’ basic human rights and the implementation of policies that help employees achie

29、ve a work/life balance. </p><p>　　These practices can be classified into four main areas: </p><p>　　–The recognition of and respect for basic human and workers rights established by the various

30、international bodies. </p><p>　　–Adoption of the measures proposed in the European Commission’s Green Book aimed at improving quality of work, such as continuous learning, a better work/life balance, job sta

31、bility, etc. </p><p>　　–Actions in the area of outsourcing, which affect contractors, sub-contractors and suppliers. </p><p>　　–Actions related to changes deriving from company restructuring ope

32、rations, owing to the social consequences of such operations. The following classification can be used to rank companies according to their CSR activities in this area: </p><p>　　–Level zero: these companies

33、 do not even comply with legal requirements or respect the basic human rights established by the various international organizations. </p><p>　　–Level one: these companies carry out certain social activities

34、, although they make no modifications of their management and therefore they cannot be considered CSR actions. </p><p>　　–Level two: these companies implement a reactive strategy in terms of risk prevention

35、by adopting formal initiatives which do not imply a significant change in their management. </p><p>　　–Level three: these companies adopt an active approach, integrating CSR criteria into their management. &

36、lt;/p><p>　　CSR compliance and communication alternatives in HR management </p><p>　　As mentioned previously, production activities are increasingly being relocated to areas where costs are lower a

37、nd the authorities are more permissive regarding certain abusive practices. But globalization has also meant that the media publish more information about the activities of companies and any possible abuses. </p>

38、<p>　　Many people are not willing to purchase products from companies that do not respect the human rights of their workers or employ children in factories located in other parts of the world, even if that same comp

39、any does not carry out these practices in Europe. Faced with increasingly aware public opinion about the abuses of multinational companies, said companies are expected not only to be honest and honourable, but in particu

40、lar to appear to be so (much like Caesar’s wife). </p><p>　　Large companies suffer from a profound (and often unfair) assumption of guilt that leads them to look for alternatives to strengthen and clean up t

41、heir corporate image in the eyes of society. The main routes currently used to tackle CSR obligations are: </p><p>　　–lists of socially responsible companies; </p><p>　　–sustainability indexes;

42、–the establishment of codes of conduct; </p><p>　　–the support or ratification of international declarations/standards; </p><p>　　– Social reports that seek to increase transparency in human res

43、ources management; </p><p>　　–certificates guaranteeing that certain human resources ethical management standards are being enforced, accreditations of compliance similar to traditional quality or environmen

44、tal certificates (such as ISO 9000 or 14000). </p><p>　　Sustainability indexes </p><p>　　Companies must prove that they carry out certain CSR activities defined by the index provider in order to

45、 gain such accreditation. </p><p>　　The two indexes that have had the greatest media impact are the Dow Jones Sustainability Index (DJSI Word) and the FTSE4GooD, launched by the two reputable index providers

46、, Dow Jones and FTSE (Financial Times Stock Exchange), respectively. </p><p>　　The Dow Jones Sustainability Index (DJSI Word) aims to provide guidance for investors who are concerned about sustainable develo

47、pment and social practices.7 It uses the following social criteria: </p><p>　　–corporate citizenship </p><p>　　–commitment to interest groups </p><p>　　–working practices </p>

48、<p>　　–development of human capital </p><p>　　–organizational learning </p><p>　　–social information </p><p>　　–attraction and retention of qualified workers –standards for s

49、uppliers </p><p>　　–specific criteria for each industry </p><p>　　The SA8000 standard </p><p>　　Origin and content </p><p>　　The SA8000 standard was drafted in 1997 in

50、the United States, with the aim of improving labour conditions on a global scale. It was drawn up by a group of experts brought together by the Council on Economic Priorities Accreditation Agency, CEPAA, including indivi

51、duals from organizations that represented several interested parties (trade unions, manufacturers, retailers, academic institutions, NGOs, and consultancy firms and certification companies). In 1998, the Social Accountab

52、ility Internation</p><p>　　Although it is still a little too early for interest groups to know enough about this standard and therefore demand that companies adopt it, standards like this will undoubtedly be

53、 imposed and become widespread in organizations just as quality standards have, and hopefully just as quickly. </p><p>　　The following elements are involved in the SA8000 certification process: </p>&

54、lt;p>　　an active subject, a certifier, to carry out external verification. The active subject must have expert knowledge about the standard and also gain in-depth knowledge about the company being analysed. </p>

55、<p>　　a passive subject, the organization, which can be a business organization or not, and which uses a workforce, either directly or indirectly (through outsourcing) and wishes to obtain the SA8000 certificate.

56、</p><p>　　Another fundamental requirement is that the expert must base his or her work on proof that reveals sufficient evidence. A company cannot be reviewed from a distance without in-depth knowledge of th

57、e tasks being judged. </p><p>　　A document must be issued that provides a summary of the expert’s opinion, and the expert is responsible for this document. If the certificate is awarded, it has a certain val

58、idity timeframe. When this period expires, the company must be reviewed again. </p><p>　　The report is aimed at parties that are interested in knowing whether the company complies with the requirements of th

59、e SA8000 standard (these parties are the company’s customers, owners, employees, authorities, governments, etc.) </p><p>　　The SA8000 standard indicates three ways in which it can be used: </p><p&

60、gt;　　firstly, as a useful reference for internal audits carried out by the organization itself; </p><p>　　secondly, when the company is audited by another affiliated company (customer, parent company...) in

61、order to verify compliance with the requirements of a standard chosen by the affiliated company; for example a clothing retail outlet might audit the companies that manufacture the garments supplied in relation to the re

62、quirements of the SA8000 standard; </p><p>　　thirdly, when the company is audited by an external independent organization that is not a direct customer or supplier, the audit will be carried out by a certifi

63、cation body, a specialist financial audit company, or an NGO, as long as said body is authorized by CEPAA to perform such audits. </p><p>　　The advantages and beneficiaries of this standard </p><p

64、>　　The establishment and generalization of standards such as the SA8000 have undeniable advantages not only for workers but also for companies, and certain benefits even reach the consumers. </p><p>　　Fir

65、stly, workers in emerging countries benefit because their working conditions and wages improve significantly and their circumstances become more dignified. Workers in industrialized countries from the First World would a

66、lso benefit since standards would dissuade businesses from relocating to other countries (even though this phenomenon is probably inescapable, at least it would be slowed down or certain less labour intensive industries

67、would be saved). </p><p>　　The companies also obtain advantages; although a priori they would experience a certain increase in costs, the generalization of standards would make it difficult to carry out soci

68、al dumping and would be an obstacle to disloyal competition based on unfair and undignified working conditions. Companies would also benefit from other advantages: if standards raise salaries to more dignified levels, th

69、e workers will have increased purchasing power, which could enable solvent demand to increase in Thi</p><p>　　Finally, there are also benefits for the customers, who would be buying slightly more expensive p

70、roducts but produced with greater transparency and probably much better quality since they would be manufactured in better conditions and by more motivated and satisfied staff . </p><p>　　Limitations to the

71、development of the standard </p><p>　　Nieto and Ferna´ndez (2004) debate whether CSR practices, including standards such as the SA8000, might just be another management fashion,11 with a cycle of growth

72、/saturation, then decline and disappearance just like many other business practices. However, they believe that the positive image conveyed by CSR to the company’s interest groups justifies the long term use of these pra

73、ctices. </p><p>　　The implementation of HR management conduct standards comes up against several hurdles: the general lack of awareness about the standards, the lack of certifying companies, cost and control

74、: </p><p>　　Firstly, HR management standards are still not widely known about (not even the SA8000 standard), hence companies not only have to work to adapt their practices to the requirements but also to in

75、form their customers and society of the advantages and commitments of said standard. </p><p>　　Secondly, there are still very few companies that are willing to carry out the required reviews thoroughly and w

76、ith the right levels of quality. This activity requires a high degree of specialization and a great deal of work to verify the application of the standards. </p><p>　　The third obstacle is the cost of implem

77、entation and the fees charged by accreditation companies. To cap it all, this accreditation must be renewed periodically, therefore the process is very expensive for companies that operate on several continents and even

78、greater for those in which production processes are less integrated. </p><p>　　It is also difficult to control the work carried out by consultancy firms. The fact that the reviewed company pays for the work

79、might influence the opinion of the auditors. Clearly, there is a danger that monitors carry out this task under pressure and unscrupulous consultancy firms could go into the profitable business of ‘‘selling’’ certificate

80、s that guarantee good practice in human resources without having researched the company thoroughly and conscientiously. </p><p><b>　　譯文： </b></p><p>　　企業(yè)社會責(zé)任對人力資源管理的適用性：從西班牙的角度分

81、析</p><p><b>　　摘要</b></p><p>　　這篇文章分析了與人力資源管理（HR）有關(guān)的企業(yè)社會責(zé)任概念。在此定義了五個潛在的工具，分析討論了他們的優(yōu)點(diǎn)和缺點(diǎn)。最后，我們研究了在這個領(lǐng)域最先進(jìn)的最強(qiáng)大的工具的實(shí)施，即SA8000標(biāo)準(zhǔn)。</p><p>　　關(guān)鍵詞：企業(yè)社會責(zé)任，人力資源，利益群體，SA8000標(biāo)準(zhǔn)，西班牙&l

82、t;/p><p>　　簡介:逐漸擴(kuò)大的企業(yè)社會責(zé)任報告重要性</p><p>　　在實(shí)施企業(yè)社會責(zé)任感的第三年初，企業(yè)對商業(yè)活動的社會責(zé)任方面產(chǎn)生越來越多的興趣。現(xiàn)今，市民們能更好的接受信息，他們的價值觀已經(jīng)改變。他們增加了更多的生態(tài)和社會意識，不僅僅要求商品和服務(wù)的有效性，還要向企業(yè)要求的更多。</p><p>　　企業(yè)已經(jīng)通過實(shí)施企業(yè)社會責(zé)任報告來回應(yīng)利益團(tuán)體對社會

83、的需求，其中包括了所有他們企業(yè)的環(huán)境和社會活動的報告，那些不僅僅超過了企業(yè)經(jīng)濟(jì)利益，還打破了傳統(tǒng)的企業(yè)為股東集聚經(jīng)濟(jì)價值的社會形象。</p><p>　　波特和克萊默（2003）發(fā)表自己的觀點(diǎn)，認(rèn)為純粹的慈善事業(yè)和商業(yè)活動的利益還有集聚和創(chuàng)造社會和經(jīng)濟(jì)利益的發(fā)展空間。簡而言之，企業(yè)社會責(zé)任報告能夠給企業(yè)一個競爭的優(yōu)勢，一個領(lǐng)先企業(yè)已經(jīng)在實(shí)施策略的舞臺。</p><p>　　企業(yè)社會責(zé)任報告

84、的發(fā)展是發(fā)達(dá)國家核心價值觀改變的結(jié)果，（核心價值觀包括：更多地關(guān)注環(huán)境惡化，工作的歧視性，人權(quán)的尊重，等等），并且和以下三個關(guān)鍵的元素鏈接在一起（尼托和費(fèi)爾南德斯，2004）：</p><p>　　增加的規(guī)章制度：不同的國際組織（如聯(lián)合國，經(jīng)濟(jì)合作與發(fā)展組織，歐盟等等）和政府財政政策，已經(jīng)制定了不同的規(guī)章制度，要求全部的經(jīng)濟(jì)代理尊重為社會普遍利益服務(wù)的指導(dǎo)。</p><p>　　消費(fèi)市場的

85、壓力：消費(fèi)市場現(xiàn)在正在逐漸轉(zhuǎn)變，越來越多的消費(fèi)者正在責(zé)任性消費(fèi)，選擇有機(jī)產(chǎn)品，或選擇達(dá)到企業(yè)社會責(zé)任標(biāo)準(zhǔn)的產(chǎn)品（公平的交易，有限制的使用不可再生資源，公平的工作條件，等等）</p><p>　　金融市場的壓力：來自金融市場的壓力是最近的轉(zhuǎn)變。在貨幣市場中，越來越多的投資者正在尋找SRI（社會責(zé)任投資），依據(jù)資金和企業(yè)發(fā)展良好的企業(yè)社會責(zé)任實(shí)踐。某些研究表明，由于社會和財政業(yè)績有著正相關(guān)的關(guān)系，投資者不僅僅會被利他

86、主義價值觀影響而發(fā)生轉(zhuǎn)移（似乎企業(yè)開展更多的企業(yè)社會責(zé)任政策和活動，減少制裁，提高管理質(zhì)量，改善公司聲譽(yù)和提高招募和保留最好的員工）。</p><p>　　驅(qū)使企業(yè)采用企業(yè)社會責(zé)任標(biāo)準(zhǔn)的原因</p><p>　　這里有兩個基本的原因?qū)е缕髽I(yè)采用企業(yè)社會責(zé)任標(biāo)準(zhǔn)：</p><p>　　--一方面，在全球的尺度上，有了更強(qiáng)的社會意識。公眾輿論正在日益關(guān)注全球化的負(fù)面影響

87、。在過去幾年里，許多協(xié)會和負(fù)責(zé)機(jī)構(gòu)已經(jīng)通過非政府組織，基金會和標(biāo)準(zhǔn)機(jī)構(gòu)而涌現(xiàn)并且解決這些問題。</p><p>　　--另一方面，公司本身在披露企業(yè)社會責(zé)任報告提供的優(yōu)勢，不僅作為防止企業(yè)遭受可能的指控和訴訟的防守策略，同時也作為為企業(yè)創(chuàng)造價值的進(jìn)攻戰(zhàn)略。這是增加的社會責(zé)任標(biāo)準(zhǔn)影響消費(fèi)者的購買決定所產(chǎn)生的結(jié)果，這在最近的一次歐洲企業(yè)社會責(zé)任報告研究顯示的。</p><p>　　總體來說，消

88、費(fèi)者不愿意購買從事不道德行為的企業(yè)所提供的產(chǎn)品和服務(wù)。面對日益增長的競爭壓力和快速增長的信息透明度，企業(yè)不得不采取CSR的做法。</p><p>　　盡管企業(yè)不經(jīng)常公開導(dǎo)致他們采取CSR標(biāo)準(zhǔn)的具體原因，歐洲委員會已經(jīng)將企業(yè)自己提供的動機(jī)整合成一個列表，它們是：</p><p><b>　　--商業(yè)道德</b></p><p>　　--個人承諾本

89、公司董事</p><p>　　--提高企業(yè)競爭力--加強(qiáng)企業(yè)形象</p><p>　　--避免對公司的負(fù)面宣傳和訴訟</p><p>　　--增加消費(fèi)者忠誠度</p><p>　　--在競爭中脫穎而出</p><p>　　--增強(qiáng)人力資源管理</p><p><b>　　--吸引新員工

90、</b></p><p>　　--提高適應(yīng)變化的能力</p><p><b>　　--減少成本</b></p><p><b>　　--減稅</b></p><p>　　企業(yè)社會責(zé)任報告和人力資源管理</p><p>　　企業(yè)社會責(zé)任報告包括一個廣泛的實(shí)踐，從尊重

91、自然到消除歧視和濫用工作地點(diǎn)。</p><p>　　企業(yè)社會責(zé)任報告的其中一個方面，正在日益變得重要，那就是它在公司內(nèi)部實(shí)施，尤其是在人力資源管理方面。在這里，企業(yè)社會責(zé)任報告跨越了一個廣泛的概念，可以不同于最低的尊重員工的基本人權(quán)的要求，推行各項(xiàng)幫助員工達(dá)到工作/生活平衡的政策。</p><p>　　這些做法可以分為四個主要領(lǐng)域：</p><p>　　--對各個國

92、際機(jī)構(gòu)設(shè)立的基本人力和員工權(quán)利的識別和尊重。</p><p>　　--采用歐洲委員會提出方法，其旨在提高工作質(zhì)量的綠色書籍，例如，不間斷地學(xué)習(xí)，一個更好的工作/生活的平衡，工作的穩(wěn)定性等等。</p><p>　　--在外包業(yè)務(wù)領(lǐng)域內(nèi)的行動，該行動影響承包商，分銷商和供應(yīng)商。</p><p>　　--與企業(yè)重組業(yè)務(wù)之類的變化相關(guān)的行為，主要由于這類社會操作而產(chǎn)生的結(jié)果

93、。以下分類能被用于劃分企業(yè)的等級，依據(jù)企業(yè)社會責(zé)任在這一領(lǐng)域的活動：</p><p>　　--0級：這些企業(yè)甚至不遵守法律規(guī)定，也不尊重各個國際組織設(shè)立的基本人權(quán)。</p><p>　　--1級：這些企業(yè)開展一定的社會活動，盡管他們沒有修改他們的管理方式，因此他們不能被視為企業(yè)社會責(zé)任的行動。</p><p>　　--2級：這些企業(yè)實(shí)施一種靈活的為了防止風(fēng)險的策略，

94、他們通過采取正式的措施，但不采用顯著的改變在他們的管理模式上。</p><p>　　--3級：這些企業(yè)采取積極的途徑，將企業(yè)社會責(zé)任標(biāo)準(zhǔn)整合到他們的管理模式中。</p><p>　　人力資源管理中的企業(yè)社會責(zé)任規(guī)范和溝通方案</p><p>　　如之前所提到的，越來越多的生產(chǎn)活動正在遷至一些生產(chǎn)成本比較低，當(dāng)局對于某些濫用行為更加寬容的區(qū)域。但是全球化也意味著媒體將

95、發(fā)布更多的信息，這些信息是關(guān)于企業(yè)活動和任何可能的弊端。</p><p>　　很多人不愿意購買那些不尊重自己員工人權(quán)和在其它國家的工廠雇傭童工的公司所生產(chǎn)的產(chǎn)品，即使同一家公司在歐洲不實(shí)行這些做法。</p><p>　　面對公眾輿論關(guān)于跨國公司濫用問題的意識越來越強(qiáng)烈的情形，公司不僅講究誠信和正直，尤其要顯現(xiàn)這些特點(diǎn)（要像羅馬大將凱撒的妻子一樣）。</p><p>

96、　　大型公司遭受折一個深刻的（一般是不公平的）有罪推定，這些有罪推定導(dǎo)致他們尋找能夠加強(qiáng)與凈化企業(yè)在社會中的形象的替代品。目前用于解決企業(yè)社會責(zé)任報告義務(wù)的主要路線有：</p><p>　　--實(shí)行企業(yè)社會責(zé)任的公司名單--可持續(xù)發(fā)展指標(biāo)</p><p>　　--行為規(guī)范的制定--對于國際宣言/標(biāo)準(zhǔn)的支持和批準(zhǔn)</p><p>　　--尋求增加人力資源管理透明度的社

97、會報告</p><p>　　--一定的人力資源道德管理標(biāo)準(zhǔn)確保實(shí)施的證書保證，類似于傳統(tǒng)質(zhì)量或環(huán)境證書的合格認(rèn)證（例如：ISO9000或14000）</p><p><b>　　可持續(xù)發(fā)展指標(biāo)</b></p><p>　　企業(yè)必須證明，為了獲得這些證書，他們實(shí)施了一些特定供應(yīng)商定義的企業(yè)社會責(zé)任活動。</p><p>　

98、　兩個已經(jīng)深受媒體影響的指標(biāo)是道瓊斯可持續(xù)發(fā)展指標(biāo)（DJSIWord）和金融時報證券交易所指數(shù)，這兩個指標(biāo)分別是由兩個著名的指數(shù)發(fā)布機(jī)構(gòu)道瓊斯和金融時報證券交易所發(fā)布的。</p><p>　　道瓊斯可持續(xù)發(fā)展指標(biāo)（DJSIWord）旨在提供給關(guān)注可持續(xù)發(fā)展和社會實(shí)踐的投資者指導(dǎo)和意見。它使用了以下社會標(biāo)準(zhǔn)：</p><p><b>　　--企業(yè)公民</b></p

99、><p><b>　　--致力于集團(tuán)利益</b></p><p><b>　　--工作實(shí)踐</b></p><p><b>　　--人力資本的開發(fā)</b></p><p><b>　　--組織學(xué)習(xí)</b></p><p><b&g

100、t;　　--社會信息</b></p><p>　　--吸引和保留優(yōu)秀的員工</p><p><b>　　--對供應(yīng)商的標(biāo)準(zhǔn)</b></p><p>　　--每個行業(yè)的具體標(biāo)準(zhǔn)</p><p><b>　　SA8000標(biāo)準(zhǔn)</b></p><p><b>

101、　　起源和內(nèi)容</b></p><p>　　1997年，美國起草了SA8000社會責(zé)任標(biāo)準(zhǔn)，制定該標(biāo)準(zhǔn)的目的是在全球范圍內(nèi)改善勞動條件。該標(biāo)準(zhǔn)是有經(jīng)濟(jì)優(yōu)先委員會認(rèn)證機(jī)構(gòu)（CEPAA）組合在一起的專家團(tuán)隊(duì)制定的，包括來自組織的個人，這些人代表一些利益關(guān)系人。（組織有：工會，制造商，零售商，學(xué)術(shù)機(jī)構(gòu)，非政府組織，咨詢公司和認(rèn)證機(jī)構(gòu)）。</p><p>　　1998年，社會責(zé)任國際組

102、織（SAI）成立并且指導(dǎo)SA8000社會責(zé)任標(biāo)準(zhǔn)的實(shí)施。盡管讓利益集團(tuán)充分了解社會責(zé)任標(biāo)準(zhǔn)還是有點(diǎn)早，因此要求企業(yè)實(shí)施這一類型的標(biāo)準(zhǔn)無疑是強(qiáng)迫性的，正如質(zhì)量標(biāo)準(zhǔn)一樣在組織中有望廣泛地快速地擴(kuò)展。</p><p>　　下例內(nèi)容被列入社會責(zé)任標(biāo)準(zhǔn)認(rèn)證的過程：</p><p>　　一個活躍的主題，一個認(rèn)證者，進(jìn)行第三方認(rèn)證。活動的主題必須有關(guān)于標(biāo)準(zhǔn)的專業(yè)知識并獲得深入了解公司的分析。</p

103、><p>　　一個被動的主題，一個組織，可以是商業(yè)組織，也可以不是商業(yè)組織，該組織需要能直接或者間接地（通過外包）運(yùn)用勞動力，并且期望獲得SA8000社會責(zé)任標(biāo)準(zhǔn)證書。</p><p>　　另一個基本要求是，專家必須把他或者她的工作基于結(jié)實(shí)有效證明的證據(jù)之上。如果沒有深入了解被判斷的任務(wù)，一個公司是不能通過遠(yuǎn)距離地審查。</p><p>　　必須發(fā)出一份文件，該文件提供