Perceived socially responsible HRM, employee organizational identification, and job performance: the moderating effect of perceived organizational response to a global crisis

Abstract

In an uncertain economy and a globalized world, socially responsible human resource management (HRM) is pivotal to the long-term growth of organizations. This research employed social exchange theory and social identity theory to analyze the correlations between employees' perceptions of socially responsible HRM, organizational identification, and job performance. This research also explored the moderating effect of employees' perceptions of their organization's response to a global crisis such as the COVID-19 pandemic on the relationship between organizational identification and job performance. Analyzing the survey data from 367 respondents using partial least squares structural equation modeling (PLS-SEM) with SmartPLS 3.2 software, this study found that HRM that is perceived to be socially responsible positively influences organizational identification and job performance. Moreover, the study found that organizational identification serves as a mediator between socially responsible HRM and work performance. It also revealed that perceived organizational response to a crisis such as the COVID-19 pandemic positively influences employees' job performance and negatively moderates the nexus between organizational identification and job performance. This study clarified the role of socially responsible HRM and organizational reactions to a crisis in promoting employee job performance.