Starbucks’s CSR approaches also could help in employee retentions. As mentioned earlier, Turker’s (2009) study shows that CSR could positively affect employees’ organisational commitment. Starbucks’s recent initiative of hiring “10,000 veterans
and military spouses by 2018” is a clear evidence (Starbucks 2015). The rationale behind this initiative is that “honoring our veterans and military spouses requires more than saying ‘Thank you.’ It’s about building meaningful relationships, staying connected, and providing opportunities for veterans and their families. These men and women are making [Starbucks] better,” and as of today, Starbucks has hired more than 6500+ veterans (Starbucks 2016).
Furthermore, in 2015, Starbucks partnered with Arizona State University to launch a program where it will sponsor its employees to get a college degree for free. About 100,000 of its 150,000 US workers were eligible for the benefit, and Starbucks pledged to “spend at least $250 million to help 25,000 employees graduate by 2025” (Lobosco 2015). Although the employees were not required to stay with the company after graduating, this initiative would strengthen the emotional bond between Starbucks and its employees, which will positively affect employee retention.
The successes Starbucks achieved through these two initiatives should be replicated into other feasible countries where Starbucks operate in, e.g. UK. These practices fall under the “ethical/economical” category of Schwartz and Carroll’s (2003) three-domain model, whereby even though there are no………
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