- However, there is little research on the benefits of CSR practices in the Human Resource Management (HRM). - It indicates that developing a socially responsible orientation in the HRM allows companies to make improvements in variables, such as working environment and intellectual capital, leading to competitive advantages. - Keywords: Corporate social responsibility. - The uncertainty of the current environment underscores the importance of institutional factors and intangible resources in the process of firms’ adaptation and survival (Gómez Mejía and Balkin, 2002. - Wright et al., 2001), human capital theory (Lepak et al., 2006) or social capital approach (Adler and Kwon, 2002;. - Moran, 2005), academics have demonstrated how human resources management (HRM) represents a key mechanism to unlock the organization’s value and becomes one of the main sources of competitive advantages (Lengnick-Hall et al., 2009). - The empirical evidence shows that those companies undertaking CSR actions can address more efficiently the pressures and social demands from the environment and their stakeholders (Bhattacharya et al., 2008a. - Freeman et al., 2010. - Commission of the European Communities, 2001. - improve the communication, trust and cooperation within an organization – social capital (Carmeli et al., 2009. - Crane et al., 2008). - However, there are few kinds of research on the benefits of CSR practices in the HRM field (Cuganesan, 2006). - So far, almost researchers have emphasized the relationship of HRM in the implementation and development of CSR objectives and strategies (Garavan. - Sharma et al., 2009). - In this manner, Rupp et al. - In this way, Bhattacharya et al. - Mittal et al.. - Rettab et al.. - Surrroca et al. - The expression of these commitments has resulted in the integration of CSR by a large number of firms in order to legitimate their activity and increase their competitiveness (Aguilera et al., 2007. - Some relevant examples of the social impact of firms are the accounting manipulations of information by Enron Corporation, the environmental pressures on Shell Oil’s or the pressures on Nike about their employment policies (Wheeler et al., 2003). - Dacin et al., 2008. - According to Lockwood (2004) and Sharma et al. - (2009), workers play a key role in the development of CSR strategies. - The level of employees’ participation increases the welfare of firms as well as provides internal benefits from their commitment and loyalty (Brammer et al., 2007;. - Cullen et al., 2003). - A strong organizational culture reinforced by responsible HRM practices can ensure high levels of success in the market by the improvement of employee’s satisfaction, their productivity, customer loyalty, legal compliance and the approval of society (Sharma et al., 2009). - approach in the way of managing human capital can be crucial in the process of integrating CSR (Fuentes-García et al., 2008).. - Youndt et al., 1996). - The HRM concept as Martín- Alcazar et al. - Recently, Peters et al. - Different studies and researches in CSR show how the integration of a social orientation in the firm’s HRM can impregnate HRM as well as the organizational culture of the company (fair labor rights, health and safety, quality of work, etc.) (Brammer et al., 2007;. - H1: CSR orientation in the HRM has a positive effect on competitive advantages.. - Patterson et al., 2004;. - Rogg et al., 2001). - it is easier to create a work environment based on harmony and welfare, where the employees feel more committed and happy, reaching in this way in the long term more productivity and efficiency (Aguilera et al., 2007. - Dutton et al., 1994. - Phusavat et al., 2009). - H2: CSR orientation in the HRM has a positive effect on working environment of organizations.. - A positive work environment encourages the relations and the frequency of formal and informal communication within an organization, providing a higher cohesion among employees and the achievement of organizational goals (structural dimension of social capital) (Chen et al., 2009. - H3: CSR orientation in the HRM has a positive effect on intellectual capital of organizations.. - Our review indicates that the development of a socially responsible orientation in the HRM allows companies to obtain improvements in variables, such as working environment and intellectual capital, leading to competitive advantages. - Therefore, the integration of CSR in the field of HRM represents an opportunity to improve the engagement, sense of belonging and productivity of employees. - The textile and garment industry is the most labor-intensive sector in the country so the human resource management activities will directly affect their competitive advantages.. - Regarding intellectual capital, we follow the methodology proposed by Bontis et al. - Moreover, according to McGuire et al. - Through the statistical results, we will proceed to contrast the hypotheses and analysis of the conclusions reached in the academic and professional field. - In this sense, Brewster and Gooderham et al. - Schoemaker et al. - For these reasons, social capital plays an important role in the process of integration and development of CSR.. - According to Colquitt et al. - Rupp et al., 2006) can help us to analyze the behavior of employees in the process of implementing CSR through the analysis of three kinds of employee’s perceptions: procedural, distributive and interactional.. - 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