Social Responsibility of a Business
The discussions of the “social responsibilities of business” are notable for their analytical looseness and lack of rigor. What does it mean to say that “business” has responsibilities? Only people have responsibilities. A corporation is an artificial person and in this sense may have artificial responsibilities, but “business” as a whole cannot be said to have responsibilities, even in this vague sense.
The first step toward clarity in examining the doctrine of the social responsibility of business is to ask precisely what it implies for whom. Presumably, the individuals who are to be responsible are businessmen, which mean individual proprietors or corporate executives. In a free-enterprise, private-property system, a corporate executive is an employee of the owners of the business. He has direct responsibility to his employers.
That responsibility is to conduct the business in accordance with their desires, which generally will be to make as much money as possible while conforming to their basic rules of the society, both those embodied in law and those embodied in ethical custom. Of course, in some cases his employers may have a different objective. A group of persons might establish a corporation for an eleemosynary purpose–for example, a hospital or a school.
The manager of such a corporation will not have money profit as his objectives but the rendering of certain services. In either case, the key point is that, in his capacity as a corporate executive, the manager is the agent of the individuals, who own the corporation or establish the eleemosynary institution, and his primary responsibility is to them. Needless to say, this does not mean that it is easy to judge how well he is performing his task.
But at least the criterion of performance is straight-forward, and the persons among whom a voluntary contractual arrangement exists are clearly defined. Of course, the corporate executive is also a person in his own right. As a person, he may have many other responsibilities that he recognizes or assumes voluntarily–to his family, his conscience, his feelings of charity, his church, his clubs, his city, his country.
He may feel impelled by these responsibilities to devote part of his income to causes he regards as worthy, to refuse to work for particular corporations, even to leave his job, for example, to join. His country’s armed forces. If we wish, we may refer to some of these responsibilities as “social responsibilities.” But in these respects he is acting as a principal, not an agent; he is spending his own money or time or energy, not the money of his employers or the time or energy he has contracted to devote to their purposes.
If these are “social responsibilities,” they are the social responsibilities of individuals, not business. What does it mean to say that the corporate executive has a “social responsibility” in his capacity as businessman? If this statement is not pure rhetoric, it must mean that he is to act in some way that is not in the interest of his employers. For example, that he is to refrain from increasing the price of the product in order to contribute to the social objective of preventing inflation, even though a price increase would be in the best interests of the corporation.
Or that he is to make expenditures on reducing pollution beyond the amount that is in the best interests of the corporation or that is required by law in order to contribute to the social objective of improving the environment. Or that, at the expense of corporate profits, he is to hire “hardcore” unemployed instead of better qualified available workmen to contribute to the social objective of reducing poverty.
In each of these cases, the corporate executive would be spending someone else’s money for a general social interest. Insofar as his actions in accord with his “social responsibility” reduce returns to stockholders, he is spending their money. Insofar as his actions raise the price to customers, he is spending the customers’ money. Insofar as his actions lower the ages of some employees, he is spending their money.
The stockholders or the customers or the employees could separately spend their own money on the particular action if they wished to do so. The executive is exercising a distinct “social responsibility,” rather than serving as an agent of the stockholders or the customers or the employees, only if he spends the money in a different way than they would have spent it. But if he does this, he is in effect imposing taxes, on the one hand, and deciding how the tax proceeds shall be spent, on the other.
This process raises political questions on two levels: principle and consequences. On the level of political principle, the imposition of taxes and the expenditure of tax proceeds are governmental functions. We have established elaborate constitutional, parliamentary and judicial provisions to control these functions, to assure that taxes are imposed so far as possible in accordance with the preferences and desires of the public after all, “taxation without representation” was one of the battle cries of the American Revolution.
We have a system of checks and balances to separate the legislative function of imposing taxes and enacting expenditures from the executive function of collecting taxes and administering expenditure programs and from the judicial function of mediating disputes and interpreting the law. Here the businessman self-selected or appointed directly or indirectly by stockholders is to be simultaneously legislator, executive and jurist.
He is to decide whom to tax by how much and for what purpose, and he is to spend the proceeds–all this guided only by general exhortations from on high to restrain inflation, improve the environment, fight poverty and soon and on. The whole justification for permitting the corporate executive to be selected by the stockholders is that the executive is an agent serving the interests of his principal.
This justification disappears when the corporate executive imposes taxes and spends the proceeds for “social” purposes. He becomes in effect a public employee, a civil servant, even though he remains in a mean employee of a private enterprise. On grounds of political principle, its intolerable that such civil servants–insofar as their actions in the name of social responsibility are real and not just window dressing should be selected as they are now.
If they are to be civil servants, then they must be elected through a political process. If they are to impose taxes and make expenditures to foster “social” objectives, then political machinery must be setup to make the assessment of taxes and to determine through a political process the objectives to be served. This is the basic reason why the doctrine of “social responsibility” involves the acceptance of the socialist view that political mechanisms, not market mechanisms, are the appropriate way to determine the allocation of scarce resources to alternative uses.
On the grounds of consequences, can the corporate executive in fact discharge his alleged “social responsibilities”? On the one hand, suppose he could get away with spending the stockholders’ or customers’ or employees’ money. How is he to know how to spend it? He is told that he must contribute to fighting inflation. How he to know what action of his is will contribute to that end? He is presumably an expert in running his company in producing a product or selling it or financing it.
But nothing about his selection makes him an expert on inflation. Will his holding down the price of his product reduce inflationary pressure? Or, by leaving more spending power in the hands of his customers, simply divert t elsewhere? Or, by forcing him to produce less because of the lower price, ill it simply contribute to shortages? Even if he could answer these questions, how much cost is he justified in imposing on his stockholders, customers and employees for this social purpose
What is his appropriate share and what is the appropriate share of others? And, whether he wants to or not, can he get away with spending his stockholders’, customers’ or employees money? Will not the stockholders fire him? (Either the present ones or those who take over when his actions in the name of social responsibility have reduced the corporation’s profits and the price of its stock.)
His customers and his employees can desert him for other producers and employers less scrupulous in exercising their social responsibilities. This facet of “social responsibility” doctrine is brought into sharp relief when the doctrine is used to justify wage restraint by trade unions. The conflict of interest is naked and clear when union officials are asked to subordinate the interest of their members to some more general purpose.
If the union officials try to enforce wage restraint, the consequence is likely to bewild cat strikes, rank-and-file revolts and the emergence of strong competitors for their jobs. We thus have the ironic phenomenon that union leaders–at least in the U.S.–have objected to Government interference with the market far more consistently and courageously than have business leaders.
The difficulty of exercising “social responsibility” illustrates, of course, the great virtue of private competitive enterprise-it forces people to be responsible for their own actions and makes it difficult for them to “exploit” other people for either selfish or unselfish purposes. They can do good–but only at their own expense. Many a reader who has followed the argument this far may be tempted to demonstrate that it is all well and good to speak of Government’s having the responsibility to impose taxes and determine expenditures for such “social” purposes as controlling pollution or training the hard-core unemployed, but that the problems are too urgent to wait on the slow course of political processes, that the exercise of social responsibility by businessmen is a quicker and surer way to solve pressing current problems.
Aside from the question of fact–I share Adam Smith’s skepticism about the benefits that can be expected from “those who affected to trade for the public good” this argument must be rejected on the grounds of principle. What it amounts to is an assertion that those who favor the taxes and expenditures in question have failed to persuade a majority of their fellow citizens to be of like mind and that they are seeking to attain by undemocratic procedures what they cannot attain by democratic procedures.
In a free society, it is hard for “evil” people to do “evil,” especially since one man’s good is another’s evil. I have, for simplicity, concentrated on the special case of the corporate executive, except only for the brief digression on trade unions. But precisely the same argument pplies to the newer phenomenon of calling upon stockholders to require corporations to exercise social responsibility (the recent G.M. crusade, for example).
In most of these cases, what is in effect involved is somestockholders trying to get other stockholders (or customers or employees) to contribute against their will to “social” causes favored by activist. Insofar as they succeed, they are again imposing taxes and spending the proceeds. The situation of the individual proprietor is somewhat different. If he acts to reduce the returns of his enterprise in order to exercise his “social responsibility, “he is spending his own money, not someone else’s.
If he wishes to spend his money on such purposes, that is his right and I cannot see that there is any objection to his doing so. In the process, he, too, may impose costs on employees and customers. However, because he is far less likely than a large corporation or union to have monopolistic power, any such side effects will tend to be minor. Of course, in practice the doctrine of social responsibility is frequently a cloak for actions that are justified on other grounds rather than a reason for those actions.
To illustrate, it may well be in the long-run interest of a corporation that is a major employer in a small community to devote resources to providing amenities to that community or to improving its government. That may make it easier to attract desirable employees, it may reduce the wage bill or lessen losses from pilferage and sabotage or have other worthwhile effects.
Or it may be that, given the laws about the deductibility of corporate charitable contributions, the stockholders can contribute more to charities they favor by having the corporation make the gift than by doing it themselves, since they can in that way contribute an amount that would otherwise have been paid as corporate taxes. In each of these–and many similar–cases, there is a strong temptation to rationalize these actions as an exercise of “social responsibility.
“In the present climate of opinion, with its widespread aversion to “capitalism,” “profits,” the “soulless corporation” and so on, this is one way for a corporation to generate goodwill as a by-product of expenditures that are entirely justified on its own self-interest. It would be inconsistent of me to call on corporate executives to refrain from this hypocritical window-dressing because it harms the foundation of a free society.
That would be to call on them to exercise a “social responsibility”! If our institutions, and the attitudes of the public make it in their self-interest to cloak their actions in this way, I cannot summon much indignation to denounce them. At the same time, I can express admiration for those individual proprietors or owners of closely held corporations or stockholders of more broadly held corporations who disdain such tactics as approaching fraud.
Whether blame worthy or not, the use of the cloak of social responsibility, and the nonsense spoken in its name by influential and prestigious businessmen, does clearly harm the foundations of a free society. I have been impressed time and again by the schizophrenic character of many businessmen. They are capable of being extremely far-sighted and clear-headed in matters that are internal to their businesses. They are incredibly short-sighted and
Muddle-headed in matters that are outside their businesses but affect the possible survival of business in general. This short-sightedness is strikingly exemplified in the calls from many businessmen for wage and price guidelines or controls or income policies. There is nothing that could do more in a brief period to destroy a market system and replace it by a centrally controlled system than effective governmental control of prices and wages.
The short-sightedness is also exemplified in speeches by businessmen on social responsibility. This may gain them kudos in the short run. But it helps to strengthen the already too prevalent view that the pursuit of profits is wicked and immoral and must be curbed and controlled by external forces. Once this view is adopted, the external forces that curb the market will not be the social conscience however highly developed, of the pontificating executives; it will bethe iron fist of Government bureaucrats.
Here, as with price and wage controls, businessmen seem to me to reveal a suicidal impulse. The political principle that underlies the market mechanism is unanimity. In an ideal free market resting on private property, no individual can coerce any other, all cooperation is voluntary, all parties to such cooperation benefactor they need not participate. There are not values, no “social” responsibilities in any sense other than the shared values and responsibilities of individuals.
Society is a collection of individuals and of the various groups they voluntarily form. The political principle that underlies the political mechanism is conformity. The individual must serve a more general social interest–whether that is determined by a church or a dictator or a majority. The individual may have a vote and say in what is to be done, but if he is overruled, he must conform.
It is appropriate for some to require others to contribute to a general social purpose whether they wish to or not. Unfortunately, unanimity is not always feasible. There are some respects in which conformity appears unavoidable, so I donot see how one can avoid the use of the political mechanism altogether. But the doctrine of “social responsibility” taken seriously would extend the scope of the political mechanism to every human activity. It does not differ in philosophy from the most explicitly collective doctrine. It differs only by professing to believe that collectivist ends can be attained without collectivist means.
Business managers in Nigeria should realize that business organizations make demand on the society, and vice-versa. Business needs the support of the society in order to grow and prosper while society needs business organizations in terms of goods and services they provide. The idea of social responsibility implies that in addition to the pursuit of their organizational goals, business should assist the society especially the fact that their actions sometimes produce negative consequences to the society.
Failure of an organization to undertake its social responsibility can lead to regulation by government and an opposition by the society. In view of the fact that the contributions of business organizations to social responsibility are negligible compared with their turnover and the cry of the public to organizations to be more responsible socially, following recommendations are offered to improve the social responsibility performance by business organizations operating in Nigeria.
First, Nigerian companies should establish social responsibility unit or division charged with the duty of alerting the organization about their social responsibility. The head of such unit or division should be directly responsible to the Chief Executive Officer (CEO) will create a more conducive and effective social responsibility performance. Second, government should re-adjust taxation law in the country so that expenditure on all form of social responsibility could be classified as deductible expenses during the process of computation of tax and not just part of social responsibility.
Third, industries should ensure that representatives of all the stakeholders, employees, governments, customers, shareholders, etc, are appointed as members of Board of Directors and must be present and actively participated at board’s meeting to defend the interest of their members. Fourth, there is need to re-orientate chief executives and top management team to pursue policies, decisions, and actions that are desirable in aids of the society.
Fifth, the government should review existing laws, policies and regulations governing operations of business organizations to ensure that they operate in socially responsible manner. Finally, government can establish a body or an agency that will audit the performance of these organizations and reward socially responsible corporations and sanction those that are socially irresponsible. This will help them to be mindful of all their stakeholders.
Afribank Nigeria Plc (2005), Annual Report and Accounts.
AG Leventis Nigeria Plc (2005), Annual Report and Accounts.
AIICO Insurance Plc (2006), Annual Reports and Account
Andriof, J. and Waddock, S. (2002), Unfolding Stakeholder Engagement. In: J. Adriof et al. (Eds).
Unfolding Stakeholders Thinking- Theory, Responsibility and Engagement. Sheffield: Greenleaf Publishing.
Ashakacem Plc (2006), Annual Report and Accounts.
Bansaal, P. (2005) Evolving Sustainability: A Longitudinal Study of Corporate Sustainability Development. Strategic Management Journal, 26(23): 197-218
Berger Paints Plc (2006), Annual Report and Accounts.
BOC Gases (2003), Annual Report and Accounts.
Bowie, N. (1998), A Kantian Theory of Capitalism.
Business Ethics Quarterly, The Ruffin Series, Special Issue No. 1:37-60. Cadbury Nigeria Plc (2005), Annual Report and Accounts.
Carroll, A. B. (2004), Managing Ethically with Global Stakeholder: A Present and Future Challenge. Academy of Management Executives, 18(2): 114-119
Carroll, A.B. (1991), The Pyramid of Corporate Social Responsibility: Towards the Moral Management of Organizational Stakeholders. Business Horizons,34(4), 39-48.
Chevron Oil Nigeria Plc (2005), Annual Report and Accounts.
Cornerstone Insurance Plc (2000), Annual Report and Accounts.
Dangote Sugar Plc (2006), Annual Reports and Accounts.
Desjardins, J. (1998), Corporate Environmental Responsibility. Journal of Business Ethics, 17(8):825-838
|BANK||ACCOUNT NAME||ACCOUNT NUMBER|
|DIAMOND BANK||FREEMANBIZ COMMUNICATION||007 031 2905|
|FIDELITY BANK||FREEMANBIZ COMMUNICATION||560 028 4107|
|GTB||FREEMANBIZ COMMUNICATION||013 772 5121|
|ZENITH BANK||FREEMANBIZ COMMUNICATION||101 326 3297|