Responsible Human Resource Management Research Articles

Multilevel Examination of How and When Socially Responsible Human Resource Management Improves the Well-Being of Employees

Although empirical evidence has shown that socially responsible human resource management (SRHRM) practices positively influence employees’ outcomes, knowledge on the social impact of SRHRM practices on employee well-being has been limited. Drawing upon the social information processing theory and attribution theory, we investigate whether, how, and when SRHRM practices increase the well-being of employees. Using multiphase and multilevel data from 474 employees in 50 companies, we find that SRHRM practices positively predict employee well-being and that the relationship is mediated by employees’ perspective-taking. Furthermore, substantive attributions strengthen the positive relationship between SRHRM practices and perspective-taking of employees, whereas symbolic attributions weaken this relationship. We also find that substantive attributions positively moderate the indirect effect of SRHRM practices on employee well-being through perspective-taking, whereas symbolic attributions negatively moderate this indirect effect. Our study contributes to the understanding of the complex effect that SRHRM has on employee well-being.

On being warm and friendly: the effect of socially responsible human resource management on employee fears of the threats of COVID-19

PurposeThis paper aims to investigate the influence of socially- responsible human resource management (SRHRM) on employee fears of external threats during the COVID-19 outbreak, based on social support and event system theories. COVID-19 caused sharp profit declines and bankruptcies of hotels, restaurants and travel agencies. In addition, employees faced threats to their health and job security. How to overcome employee anxieties and fears about the negative impacts of this crisis and promote psychological recovery is worthy of attention from researchers and practitioners. This research investigated the impacts of SRHRM on employee fears through organizational trust, with the COVID-19 pandemic playing a moderating role between SRHRM and employee fears.Design/methodology/approachThe hypotheses were tested through multiple linear regression analysis based on a survey of 408 employees in hospitality and tourism firms in China. Qualitative data were also gathered through interviews with selected managers.FindingsThe results showed that SRHRM had a negative influence on employee fears of external threats by enhancing trust in their organizations. In addition, the strength of the COVID-19 pandemic positively moderated the effect of SRHRM on employee fears. When the pandemic strength was more robust, the negative effects of SRHRM on employee fears were more significant.Research limitations/implicationsThis research illustrated the contribution of SRHRM in overcoming employee fears of external threats in the context of COVID-19. It shed light on the organizational contribution of SRHRM to hospitality and tourism employee psychological recovery during the crisis.Originality/valueThis research explored strategic HRM by examining the effects of SRHRM on employee fears in the midst of a severe crisis, specifically COVID-19. The moderation effect of event strength and mediation effect of organizational trust were tested. It is of great value for hospitality and tourism firms to foster employee psychological recovery during a crisis such as COVID-19.

Human Resource Management from a Justice-Based Perspective

It is axiomatic to acknowledge that the Human Resource Management (HRM) function plays a vital ethically-based role in honoring duties owed to organization employees and other stakeholders. Incorporating the research of the University of Michigan ethics expert, LaRue Hosmer, this paper identifies nine qualities associated with organizational justice as they relate to seven important HRM responsibilities. This paper then offers five guidelines for Human Resource Professionals to consider in honoring their justice-related obligations to those whom they serve.

PENGARUH PENERAPAN SRHRM DENGAN DUKUNGAN KARYAWAN BAGI KEGIATAN CSR EKSTERNAL PERUSAHAAN DI JAKARTA DAN SEKITARNYA

<p class="Style4">This study aims to look at the relationship between Socially Responsible Human Resource Management (SRHRM) and employee support for the perception of Corporate Social Responsibility (CSR). The data collection method used for the research is through surveys, which are distributed to employees of several companies in various industries in Indonesia and the collected data are analyzed using the Structural Equation Modelling (SEM) method. The findings of this research suggest that SRHRM practices will affect employee support for external CSR through the creation of a socially responsible organizational climate. Therefore, it should be considered by companies in Indonesia throughout its operations particularly for the company’s human resource department. This research contributes to expanding the CSR and HR literature which is still uncommon particularly in Indonesia.</p><p><strong>Keywords:</strong> Corporate Social Responsibility, Organizational Climate, Socially Responsible Human Resource Management</p>

Socially responsible HRM and Environmental Performance of Banking Organization in Bangladesh: Mediating Effect of Green Innovation

The current study tries examining the effect of socially responsible human resource management (SR-HRM) practices on environmental performance in banking industry of Bangladesh with mediating effect by green innovation. This study has tested the hypotheses upon 365 line-managers and has found positive effect of SR-HRM upon both environmental performance and green innovation. In the current research, green innovation also showed positive impact upon environmental performance. Additionally, Green Innovation significantly mediates the linkage between SR-HRM and environmental performance. This research recommends the future researchers to think of mediating effects by other responses of employees in the linkage between SR-HRM and environmental performance.

Socially responsible human resource management and hotel employee organizational citizenship behavior for the environment: A social cognitive perspective

• Develops a holistic understanding of employee pro-environmental behavior. • Uses the social cognitive theory as the theoretical base. • Links human resource management to environmental performance from the employee perspective. Drawing on the social cognitive theory, this study intends to discuss the concept of socially responsible human resource management (SRHRM) and empirically examine the impact of SRHRM on hospitality employee’s organizational citizenship behavior for the environment (OCBE). By a two-stage survey of 270 responses from one chain hotel group in Shanghai, China, our findings indicated that SRHRM had a positive impact on OCBE; moral reflectiveness fully mediated the relationship between SRHRM and OCBE. Moreover, the effect of SRHRM on moral reflectiveness and the indirect impact of SRHRM on OCBE via moral reflectiveness were stronger with lower rather than higher levels of responsible leadership. These results extend the macro-level factors in influencing hospitality employee’s environmental-behavioral intentions and provide significant insights into why and how SRHRM affects hospitality employee OCBE. Finally, we outline the results, theoretical and empirical significance, and propose future research directions.

Does person–organization spirituality fit stimulate ethical and spiritual leaders: an empirical study in Jordan

PurposeThis paper emphasizes the theoretical relevance that workplace spirituality may add to the person–organization (P-O) fit theory through the examination of a framework that comprises how workplace and self-spirituality fit enhances the perceived P-O spirituality fit. A related aim is to test how the perceived P-O spirituality fit enhances both employees' ethical and spiritual leadership behavior.Design/methodology/approachData were collected using a quantitative study of 132 employees across various organizations in Jordan. Data were firstly checked by the use of exploratory factor analysis (EFA) and reliability tests. Hypotheses have been tested by the use of hierarchical multiple regression analysis.FindingsIn line with the hypotheses, the study's results exhibited that workplace and self-spirituality fit positively enhances the perceived P-O spirituality fit. The results also show that the perceived P-O spirituality fit enhances both employees' ethical and spiritual leadership behaviors.Practical implicationsThe present study warrants several practices for human resource management (HRM), policy and development. It suggests that HRM practices should encourage a more “spiritual– and ethical-friendly” environment by ensuring that staffing and other HRM responsibilities are clearly committed to ethics and supportive of spirituality. Specifically, within performance appraisal policies, HR managers may include specific policies and ethical action targets to promote more ethical behaviors. There may be regular monitoring to track the trajectory of the HRM practices in this regard.Originality/valueThe contribution of this paper extends beyond the vast literature on P-O fit with the generation of a new concept (i.e. P-O spirituality fit) to the literature in a Muslim-majority country. This offers reinvigorated awareness of the topic under study and suggests specific future research directions.

How Do Socially Responsible Human Resource Management and Voluntary Green Behavior Influence Organizational Competitiveness?

Abstract Environmental sustainability, employees’ green behavior, and socially responsible human resource management (SRHRM) are now becoming the key focuses for many organizations all over the world because of the increasing pressures on them to reduce negative environmental impacts of their activities and to maintain environmental issues. Nowadays, organizational sustainability or competitiveness is also depending on how far an organization is responsible for environmental issues. Hence, the study is an attempt to explore the impact of SRHRM and voluntary green behavior (VGB) on organizational competitiveness (OC). We followed the deductive reasoning approach and applied the second generation regression model, such as a structural equation model (SEM) via AMOS. The result shows that SRHRM significantly explains VGB. Further both SRHRM and VGB are significantly predicting organizational competitiveness. One of the critical implications of the study is to use the SRHRM to stimulate the employees towards VGB for enriching their organizational sustainability leading to its competitiveness. The most important limitation of this study is its sample size (N<200), which prevents the generalizability of the results. Thus, the future studies are directed to use more replies for delimiting the causality of the study.

How Different Components of Socially Responsible HRM Influences Affective Commitment

The purpose of this paper is to investigate the process through which socially responsible human resource management (SRHRM) affects employees’ affective commitment. Drawing on Social Exchange theory and Social Identity theory, we argue that the link between SRHRM and affective commitment (AC) can be direct and indirect through the mediation of organizational trust (OT) and organizational pride (OP). Using data collected from the banking sector in Pakistan, we tested the mediating role of OT and OP between AC and three components of SRHRM: legal compliance HRM (LCHRM), employee-oriented HRM (EOHRM) and general CSR facilitation HRM (GFHRM). We found that EOHRM significantly influences affective commitment directly and through organizational trust. On the other hand, the effect of GFHRM on affective commitment is only through organizational trust. LCHRM, however, has no significant effect on affective commitment either directly or indirectly. Organizational pride was found to mediate GFHRM and affective commitment relationship. Our findings shed light on the social and psychological process of SRHRM influencing employee’s affective commitment and provide insights for practitioners in selecting suitable HR policies to achieve CSR goals while enhancing employee’s organizational commitment.

Mapping the Link between Corporate Social Responsibility (CSR) and Human Resource Management (HRM): How Is This Relationship Measured?

Despite the relevance of human resources in the management of Corporate Social Responsibility (CSR), confusion and theoretical chaos are still evident in the area. This manuscript provides a systematic review of the link between CSR and Human Resource Management (HRM), stressing the main topics along with the evolution and tendencies founded in this field. SciMAT was used to conduct a conceptual science mapping analysis based on co-word bibliographic networks. From 2006 to 2019, 194 documents were retrieved from the Web of Science. Considering the last period (2017–2019), the motor themes (those which are well-developed and relevant for the structure of the research field) were environmental management (including green HRM), sustainable HRM and pro-environmental behaviour. Socially responsible HRM (SR-HRM) was a basic theme (important, although not developed). Perceived organisational support was a specialised theme (well-developed, although less important), and employee commitment was an emerging theme (both weakly developed and marginal). In addition, a review of the measurement tools used in the main topics extracted from the previous analysis was carried out. Our analysis will help inform researchers and practitioners on the future of CSR and HRM and the previous efforts in the creation of measurement instruments.

Work\u2013Family Practices and Complexity of Their Usage: A Discourse Analysis Towards Socially Responsible Human Resource Management

The question of work–family practices commonly arises in both theory and daily practice as a matter of responsibility in today’s organisations. More information is needed about them for socially responsible human resource management (SR-HRM). In this article our interest is in how work–family practices, serve as an important element of SR-HRM, constructed as (un)helpful for employees’ work–family integration, are realised in organisational life. We investigate the discursive ways in which members of two different organisations working at different organisational levels construct the issue in the Finnish context. Three discourses were interpreted: (1) a discourse of compliance with external pressure, (2) a discourse of negotiation and (3) a discourse of individual flexibility. Discursive constructions of work–family practices make visible the complex interconnectedness of individuals and organisations with the environment in which they operate. Many organisational efforts to create positive work–family practices can, in fact, lead to failure to make these practices either available or usable, and they may result in the unjust treatment of organisation members. Creating sustainable work–family practices is a complex challenge for which SR-HRM must work out a solution.

Socially Responsible HRM Reporting in Russia: A Modern Practice Embedded in the Past?

Based on an analysis of CSR/sustainability reports published by Russian companies, we analyse the determinants of socially responsible human resource management (SRHRM) disclosure in Russia. By considering the historical development and contextual specifics of the country, we concentrate on the path dependence perspective. The results of our study not only confirm the expected relationship between the reported founding history before the fall of the Soviet Union and the disclosure of information about social benefits provided to employees, but also deliver evidence that company size is a relevant predictor of SRHRM reporting in Russia. Thus, this study confirms both the path-dependent nature of organisational practices in this country, as disclosed in company reports, and the importance of factors in line with those identified in developed industrialised countries.

THE MEDIATING ROLE OF PERSON-ORGANIZATION FIT IN THE RELATIONSHIP BETWEEN SOCIALLY RESPONSIBLE-HRM PRACTICES AND EMPLOYEE ENGAGEMENT

Purpose of study: This study investigates the relationship between employee engagement and Corporate Social Responsibility (CSR), which draws insights from social exchange theory. Specifically, it examines the effect of socially responsible human resource management practices (SR-HRM) on employee engagement.
 Methodology: The empirical work in the present study was conducted in Malaysia. The measurement instruments for Socially Responsible HRM Practices, P-O Fit, and employee engagement were adopted. The analysis in this study is based on a sample of 94 MBA students in a well-known public university in Malaysia.
 Result: The results emphasize that SR-HRM practices are positively related to employee engagement. Besides, P-O fit partially mediates this relationship. 
 Implications: Thus, this study contributes to the literature by clarifying the relationship between CSR practices and employee's attitudes. In addition, it explores the mediation mechanism to provide a better understanding of the relationship.

The effect of socially responsible human resource management (SRHRM) on frontline employees’ knowledge sharing

PurposeThis study in the hospitality industry aims to explore the underlying mechanisms through which socially responsible human resource management (SRHRM) affects frontline employees’ knowledge sharing, as well as the moderating effects of role conflict and role ambiguity.Design/methodology/approachTwo data waves have been collected from one of the largest restaurant chains in China. Using Mplus 7.0, a structural equation modeling model is empirically tested to investigate the hypothesized moderated mediation model.FindingsFirst, SRHRM appears to foster frontline employees’ perceived respect and organizational trust and further stimulates their knowledge sharing. Second, role conflict is found to weaken the relationship between SRHRM and organizational trust, while role ambiguity seems to weaken the strength of the linkage between SRHRM and perceived respect.Practical implicationsManagers should make SRHRM policies more visible and implement appropriate SRHRM practices to facilitate employees proactively to share knowledge at work. Furthermore, managers should realize the dark side effects of role conflict and role ambiguity, as they might hinder the positive impact of SRHRM on knowledge sharing.Originality/valueThis study uncovers the meditating roles of perceived respect and organizational trust through which SRHRM impacts on employees’ knowledge sharing. By incorporating the possible moderating roles of role conflict and role ambiguity, this scholarly work also increases the understanding of possible hindrances in this regard.

The relevance of socially responsible blue-collar human resource management

PurposeThe purpose of this paper is to investigate how Chinese factories can attract and retain blue-collar workers. While higher wages are typically considered to be an effective HR instrument in this regard, this paper argues for the relevance of ethics in the HR domain. To this end, the paper develops and tests the concept of socially responsible blue-collar human resource management (SRBC-HRM).Design/methodology/approachIn a scenario-based experiment, 296 blue-collar employees from a Chinese garment factory responded to questionnaires measuring their job choice determinants regarding a fictitious employer. In the scenarios, pay level (average vs above average) and SRBC-HRM (good vs poor) were manipulated.FindingsThe results revealed significantly positive relationships between SRBC-HRM and Chinese blue-collar workers’ job choice determinants (employer attractiveness, employer prestige and recommendation intentions), which were moderated by workers’ perceived importance of employer prestige. However, there was no significant effect of above-average pay on the three job choice determinants. Moreover, average pay in combination with good SRBC-HRM had stronger effects on job choice determinants than above-average pay in combination with poor SRBC-HRM.Practical implicationsThe study highlights the economic relevance of the ethical treatment of employees in the manufacturing sector. In addition, the findings challenge the predominant managerial view that monetary rewards are the most important factor for instilling productive employee attitudes and intentions.Social implicationsPoor labor practices are still widespread in factories in emerging countries. By indicating that SRBC-HRM improves factories’ bottom line, the study provides a powerful rationale for factory managers to improve working conditions.Originality/valueThe present paper introduces the concept of SRBC-HRM specifically tailored to the context of blue-collar workers in emerging countries, who have received little attention in the literature. In addition, the findings demonstrate the economic relevance of SRBC-HRM.

Influence of Perceived Socially Responsible Human Resource Management on Task Performance and Social Performance

While previous research has already revealed the positive influence of socially responsible human resource management (SRHRM) on organizations, little is known about whether employees’ perceived SRHRM can lead to a win–win situation between organization and society. We address this void by examining whether employees’ perceived SRHRM can contribute to organizational performance (operationalized as task performance and organizational citizenship behavior, OCB), and social performance (operationalized as volunteering). Using a sample of 314 employee–supervisor dyads from three large manufacturing enterprises in Southeast China, we found that perceived SRHRM could increase employees’ OCB and volunteering, but not task performance, through both cognitive (i.e., prosocial identity) and affective (i.e., affective empathy) paths. Furthermore, perceived SRHRM was more positively related to prosocial identity and affective empathy when distributive justice was high. We finally discuss the implications of our findings for both theory and practice.

Socially Responsible Human Resources Management, Perceived Organizational Morality, and Employee Well-being

The aim of this investigation is to explore the process linking socially responsible human resource management (SRHRM) to employee well-being. The data were collected from a sample of nurses (n = 349) working in a large public hospital in Egypt. The results indicate that positive employee perceptions of organizational morality arising from SRHRM led to an enhanced state-based positive affect at work and ultimately increased employee vitality. This investigation contributes to the HRM literature by examining the impact of employees’ perceptions of HRM practices that incorporate indicators of employee social performance in corporate performance appraisals and reward systems, on employee vitality at work.

Double-Edged Effects of Socially Responsible Human Resource Management on Employee Task Performance and Organizational Citizenship Behavior: Mediating by Role Ambiguity and Moderating by Prosocial Motivation

Previous literature has explored the positive effects of socially responsible human resource management (SRHRM) on employees, leaving potential dark sides largely ignored. By integrating situational-strength theory and motivation literature, this study investigates the double-edged effects of SRHRM on employee performance. Based on a sample of 314 employee–supervisor dyads from three companies, we found that SRHRM could increase employees’ organizational citizenship behavior (OCB) while decreasing their task performance through role-ambiguity mediation. Interestingly, prosocial motivation serves as a significant moderator in strengthening the positive relationship between SRHRM and OCB and the negative association between SRHRM and task performance. Finally, we discuss the theoretical and practical implications of how managers should conduct SRHRM practices among employees.

Exploring the Link Between Socially Responsible HRM and Affective Commitment of Employees in Ethiopian Context

This investigation focuses on the impacts of socially responsible human resource management (SR-HRM) methods on affective commitment (AC) as well as the intervening impact of perceived organizational support (POS) for this association. Primary data depending on 555 respondents owned by various socially responsible companies within in Ethiopia were gathered. The data were analyzed with Partial least squares structural equation modeling (PLS-SEM) techniques using SmartPLS to determine the hypothesized connections concerning socially responsible -HRM and affective commitment.The outcomes have uncovered that the employees’ perceptions of socially responsible human resource management (SR-HRM) practice impact affective commitment indirectly via perceived organizational support in Ethiopian setting. This research enhances the literature by analyzing the causal association concerning socially responsible HRM practices and employees' affective commitment in developing country context. Keywords : Socially responsible human resource management, affective commitment, perceived organizational support. DOI : 10.7176/EJBM/11-9-16 Publication date :March 31 st 2019

Socially Responsible Human Resource Management as a Concept of Fostering Sustainable Organization-Building: Experiences of Young Polish Companies

There has been increased interest over recent years in socially responsible human resource management (SRHRM) oriented at developing good relations with employees as a function fostering sustainable organization-building. This is a consequence of our awareness of the fact that employees and personnel processes play a vital role in translating the policy of sustainable development into practice. The objective of this research has been to diagnose the activity of young Polish enterprises in the area of SRHRM as an important corporate social responsibility (CSR) component and to assess relations between SRHRM practices and the sustainable development of organizations. The studies conducted on a representative sample of 150 entities demonstrate both the scope of SRHRM practical implementation and the fields which have disparity in this respect. It has been determined that SRHRM practices are quite frequently adopted by young Polish enterprises. Research has shown that there is a correlation between the assessment of the relationship of SRHRM practices with the sustainable development of organizations and their practical implementation. It has been established that the higher the assessment of the strength of the relations of a given practice, the more often it is implemented in the enterprises studied. Simultaneously, the research has demonstrated a low level of maturity with respect to SRHRM implementation, as evidenced by the adoption of basic practices.