Socially Responsible HRM, Employee Attitude, and Bank Reputation: The Rise of CSR in Bangladesh

Farid Ahammad Sobhani,Shafiqur Rahman,Amlan Haque

doi:10.3390/su13052753

Farid Ahammad Sobhani, Shafiqur Rahman + Show 1 more

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https://doi.org/10.3390/su13052753

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Abstract

Applying the organisational climate of corporate social responsibility (CSR) and human resource management (HRM) behavioural theories, this paper examines the associations among socially responsible HRM (SRHRM), organisational citizenship behaviour (OCB), turnover intention, and bank reputation. The proposed model, including seven hypotheses, was examined on a sample of 711 Bangladeshi bank employees. The results suggest that SRHRM has significant positive effects on both OCB and bank reputation, and a significant negative influence on turnover intention. OCB was positively significant for bank reputation but was estimated as insignificant for bank employees’ turnover intention. Moreover, perceived bank reputation was significant and negative on Bangladeshi employees’ turnover intention. Finally, a partial mediation effect was found for OCB on the direct relationship between SRHRM and bank reputation. This paper recommends that banks should aim at higher levels of OCB and reputation and lower turnover intentions should encourage SRHRM in their strategic approaches for HRM and CSR. The implications of the results of this study can help financial organisations to recognise the significance of SRHRM and its favourable effects on employee motivation and institutional reputation.

Highlights

The increased importance of socially responsible human resource management (SRHRM)leverages corporate social responsibility and employee motivation
Following the Hypotheses 1, 2, and 4 (H1, Hypothesis 2 (H2), and Hypothesis 4 (H4) ), this paper argues that when employees display more organisational citizenship behaviour (OCB), they are likely to perceive a higher level of bank reputation because of their mediational impact on the direct relationship between Socially Responsible HRM (SRHRM) and bank reputation
This paper explored the relationships among SRHRM, OCB, bank reputation, and turnover intention among Bangladeshi bank employees

Summary

Introduction

The increased importance of socially responsible human resource management (SRHRM)leverages corporate social responsibility (popularly known as CSR) and employee motivation. The increased importance of socially responsible human resource management (SRHRM). SRHRM often may not have any short-term monetary benefits [6], it has proven to be a novel HRM approach for enhancing institutional reputation and workforce motivation outcomes in the mid to long term [2,5,7]. Scholars suggested that both CSR and general HRM can execute SRHRM to uphold employee motivation and organisational reputation [8,9,10,11]. Collier and Esteban [12]

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