An exploratory study on the role of social auditing in well-being at work within the context of organizational change in CSR-labeled companies

Abstract

In a rapidly evolving environment where stakeholder demands are rising, CSR and social auditing are increasingly expected not only as reputational tools but as drivers of genuine organizational transformation. Many CSR labeled companies claim to initiate social responsibility commitments to stay competitive. This study explores how social auditing, when coupled with organizational changes and guided by an exemplary manager, influences employee well being at work. We adopted a qualitative research methodology, conducting in depth interviews with nine key informants: proximity managers, CSR/HR specialists, and managers from CSR labeled companies in Morocco. Data were transcribed and analyzed using NVivo software. Thematic coding, node construction, and guided exploration of patterns were used to capture the lived experience of organizational change following social audit recommendations. Results show that social auditing serves as a catalyst for employee well being in the context of organizational change: communication processes are improved, training policies are revised, and working conditions adjusted. Under the leadership of exemplary managers, these changes are mediated effectively — employees report increased clarity in their roles, enhanced autonomy, stronger recognition, and improved work climate. These organizational shifts are perceived as directly contributing to employee well being—psychological, relational, and to some extent physical. This qualitative perspective adds depth to existing quantitative findings: it reveals how and why social auditing affects well being through organizational transformation and managerial behavior. Implications suggest that companies cannot rely merely on social audit reports; they must ensure that change is implemented structurally, and that proximity managers are empowered and exemplify the values of CSR.