How Different Components of Socially Responsible HRM Influences Affective Commitment

Abstract

The purpose of this paper is to investigate the process through which socially responsible human resource management (SRHRM) affects employees’ affective commitment. Drawing on Social Exchange theory and Social Identity theory, we argue that the link between SRHRM and affective commitment (AC) can be direct and indirect through the mediation of organizational trust (OT) and organizational pride (OP). Using data collected from the banking sector in Pakistan, we tested the mediating role of OT and OP between AC and three components of SRHRM: legal compliance HRM (LCHRM), employee-oriented HRM (EOHRM) and general CSR facilitation HRM (GFHRM). We found that EOHRM significantly influences affective commitment directly and through organizational trust. On the other hand, the effect of GFHRM on affective commitment is only through organizational trust. LCHRM, however, has no significant effect on affective commitment either directly or indirectly. Organizational pride was found to mediate GFHRM and affective commitment relationship. Our findings shed light on the social and psychological process of SRHRM influencing employee’s affective commitment and provide insights for practitioners in selecting suitable HR policies to achieve CSR goals while enhancing employee’s organizational commitment.