Socially Responsible Human Resource Management and Employee Perception: The Influence of Manager and Line Managers

Macarena López-Fernández,Pedro M Romero-Fernández,Ina Aust

doi:10.3390/su10124614

Macarena López-Fernández, Pedro M Romero-Fernández + Show 1 more

Open Access

https://doi.org/10.3390/su10124614

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Abstract

The aim of this article is to contribute to understanding the importance of considering the effect of employees’ perceptions of Socially Responsible Human Resource Management (SR-HRM) on employee commitment. Results, applied to different levels of the organization (HR managers, line managers and employees) show, on one hand, that there is a relationship between a SR-HRM and employee commitment, and on the other hand, that employees’ perceptions have an influence on the extent to which these relationships are developed. HR managers and line managers perceived SR-HRM in a similar way and line managers and non-managerial employees generally did too. The frequency with which line managers disagree with employees’ perceptions about socially responsible practices was low. Suggestions for HRM practice and future research are provided.

Highlights

For some time the number of companies which design and carry out a battery of Corporate Social Responsibility initiatives, strategies and practices has been increasing [1]
In order to test the hypotheses that analyze if it is true that Socially Responsible (SR)-HR policies affect employee commitment, we used Analysis of Variance (ANOVA)
We have proposed that employee perception of Socially Responsible Human Resource Management (SR-Human Resource Management (HRM)) is important in understanding the relationship between SR-HRM and employee commitment

Summary

Introduction

The number of companies which design and carry out a battery of Corporate Social Responsibility initiatives, strategies and practices has been increasing [1]. Companies are encouraged to show Socially Responsible (SR) behavior by pursuing their economic goals by controlling their impacts on societies. Their position in the market and their organizational success rely, to a great extent, on the way they respond to the institutional pressures typical for their environment and the degree of compliance with these requirements [2]. As far as Human Resource Management (HRM) is concerned, it has not remained away, adapting its HRM system to this new reality [3] In this sense, over the past few years, a debate has emerged about the link between CSR and HRM, in particular, around three main lines of research:. How developing an HRM, labelled as appropriate and desirable for the institutional environment, can help organizations to respond to the expectations of society and, as a result, to survive in the current competitive environment

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