Socially Responsible Human Resource Management and Employee Support for External CSR: Roles of Organizational CSR Climate and Perceived CSR Directed Toward Employees

Abstract

Building on the human resource management (HRM) behavioral and organizational climate literature, this study explores the linkage between socially responsible HRM (SRHRM) and employee support for perceived external corporate social responsibility (CSR) (that is, CSR directed toward external stakeholders) and the underlying social and psychological process. Multilevel analysis of data gathered over two separate periods confirmed that the relationship between SRHRM and employee support for external CSR initiatives of the employing organization is mediated by the organizational CSR climate. Moreover, the indirect effect is contingent on perceived internal CSR (that is, CSR directed toward employees). This study extends CSR research into the HRM domain and develops a better understanding of the micro-foundations of CSR (individual actions and interactions) by integrating the micro- and macro-perspectives of CSR. Based on the study findings, this paper also discusses theoretical contributions and future research directions.