The Mediating Role of Employee Relations Climate in the Relationship Between Organizational Learning and Social Responsibility

Abstract

Today, organizations face a rapidly changing environment, leading to numerous challenges that compel them to optimize their resources and assets. A crucial response to these changes is the heightened focus on human resources, which have become recognized as the most vital capital in gaining a competitive edge. By leveraging their greatest asset—human talent—organizations can significantly enhance productivity, with one effective strategy being the promotion of employee engagement. This research aims to explore the mediating role of the employee relations climate in the relationship between organizational learning and social responsibility. Utilizing a descriptive-correlational method, the study analyzed data through structural equation modeling. The findings suggest that increasing global interactions and deeper engagement with surrounding environments motivate organizations to undertake activities that foster competitive advantages, helping them adapt to complex and dynamic conditions. Many companies indicate that competitive pressures from globalization are intensifying, and an organization's capacity to manage these pressures hinges on its effective utilization of human resources. The ethical climate refers to the collective understanding among employees about appropriate behaviors and the management of ethical dilemmas within the organization. Concurrently, the employee relations climate emerges from shared beliefs about expected ethical conduct, influenced by the organization’s policies and leadership. This climate plays a pivotal role in shaping employees' ethical decisions and behaviors, creating a significant challenge for human resources as industries and knowledge demands evolve.