Socially Responsible Human Resource Management Research Articles

The link between socially responsible human resource management and eco-helping behavior in aviation industry – a moderated mediation model

Purpose This study aims to propose a research model that emphasizes the moderating influence of ethical leadership (ELS) and the link between socially responsible human resource management (SRHRM) and leaders’ eco-helping behavior (LEH) in the aviation industry. Design/methodology/approach The authors used a time-lag research design. Data were gathered from 397 respondents working for aviation companies in Vietnam and analyzed using SmartPLS 4.0. Findings The findings show that SRHRM has a beneficial effect on LEH through employees’ voluntary workplace green behavior (EVB). Based on social cognitive theory, this study developed a theoretical model of how SRHRM influences LEH through EVB. The authors discovered that SRHRM increased LEH and that EVB mediated this favorable relationship. Furthermore, the results demonstrate that ELS mitigates the indirect impact of SRHRM on LEH via EVB. Research limitations/implications Future studies should assess constructs with numerous observations across time, with a larger sample size and in different industrial settings. Practical implications Volunteerism is one of the most important values in the aviation industry given that it is vulnerable to practices such as overbooking, delaying, postponing flights and pressure weather. Originality/value This study emphasized the impact of SRHRM and ELS on LEH while fulfilling their professional obligations. EVB may be best positioned to mediate the relationship between SRHRM and LEH.

How and when socially responsible human resource management affects employee voluntary green behavior—evidence from the healthcare sector

To achieve greener healthcare with the goal of net-zero carbon, it is urgent to motivate healthcare-employees to voluntarily participate in green behavior. Our focus is on examining a novel predictor of voluntary green behavior (VGB): socially responsible human resource management (SRHRM). Drawing on social information processing theory, a theoretical model was built to linking SRHRM and VGB. Based on the healthcare sector, we examined the mediating effect of green passion and the moderating effect of CSR attributions in the above mediation. We employed two studies: Study 1, which includes two experiments to examine the boundary of CSR attributions (H1 and H4), and Study 2, which empirically tested the mediated moderation model (H1–H4). We found that (a) SRHRM was positively associated with VGB; (b) green passion mediates the relation between SRHRM and VGB; and (c) CSR attributions moderate the association between SRHRM and green passion and influence the indirect effect of SRHRM on VGB (via green passion). We further elaborate on the implications, acknowledge limitations, and propose directions for future research.

How to measure employees’ interests so as to be a more socially-responsible employer: A proposal of a new scale and its validation

Research background: Many authors emphasize that successful human resource management (HRM) practices align with employees’ needs associated with the construct of employees’ interests. In particular, the importance of considering employees’ interests is emphasized in the process of shaping the architecture of Socially Responsible Human Resource Management (SR-HRM) systems. Purpose of the article: The aim of the article is to contribute to understanding employees’ interests by designing and validating a measure to recognize these interests. Methods: Through the use of literature sources and expert opinions, the authors developed a list of employee interests. Empirical data collected via the survey method in Poland was used to statistically verify the measurement scale. In particular, exploratory factor analysis and exploratory structural equation modelling were applied. Findings & value added: This article shows that it is important to create a comprehensive list of interests, as well as validate the research tool used. The newly developed scale has 22 items and five dimensions: support and development at the level of the enterprise, employee participation, support and development at the departmental level, employment security, working conditions and remuneration. It may be used in a variety of companies, as well as in complex research models, and developed further taking into consideration the context of other countries.

Socially responsible human resource management and organizational sustainability among Bangladeshi pharmaceutical manufacturing organizations: The explanatory link of voluntary green behavior

Recent organizational trends give more importance to the social and responsible behavior of organizations to their sustainability. Numerous factors are responsible for prioritizing social responsiveness and pro-environmental or employee-green behavior for organizational sustainability. Nevertheless, no studies have yet considered how voluntary green behavior (VGB) and socially responsible human resource management (SRHRM) influence this perception. Hence, this study determines the explanatory link of VGB along with the impacts of SRHRM on organizational sustainability (environmental [EnS], social [SS], and economic [ES] sustainability). Data was collected from a developing nation context. An explanatory research strategy was used for the present study. To acquire data from 100 Bangladeshi pharmaceutical manufacturing organizations, structured questionnaires were used. For testing the proposed hypotheses of the study, we used partial least squares structural equation modeling (PLS-SEM). The outcomes of the analysis reveal that SRHRM has a considerable impact, both positively and significantly, on organizational sustainability (EnS, SS, and ES). Once again, SRHRM has a substantial positive effect on VGB. Furthermore, VGB plays an influential role as a mediator in the relationship between SRHRM and organizational sustainability. The findings have significant implications for pharmaceutical manufacturing organization management in Bangladesh and other Southeast Asian contexts. Based on the findings, pharmaceutical company managers will have a stronger rationale to invest in SRHRM while simultaneously establishing strong ties with employees and CSR-oriented green behavior to accomplish their organizational sustainability objectives. This study contributes to the existing body of research on the sustainability of organizations and the triple bottom line, along with SRHRM and VGB, by providing evidence from a country that is rapidly industrializing and developing. In this work, SRHRM was measured as a whole, even though it has three dimensions. Since the sample consists of Bangladeshi pharmaceutical manufacturing organizations, it is also uncertain whether the results can be generalized.

How socially responsible human resource management fosters work engagement: the role of perceived organizational support and affective organizational commitment

PurposeIn recent years, efforts to reinforce the links between corporate social responsibility and human resource management have highlighted employees’ role as crucial organizational stakeholders. This study aims to investigate whether workers’ perception of socially responsible human resource management (SR-HRM) based on employee-focused practices is related to work engagement (WE). This research also explored whether perceived organizational support (POS) and affective commitment (AC) can contribute to explaining this relationship. Social exchange theory and job demands-resources model were used to theoretically frame the research.Design/methodology/approachData were collected from a sample of 222 employees working in diverse organizations, using individual online surveys. Several analyses were conducted to assure data robustness to common method bias.FindingsThe results confirm that SR-HRM fosters WE and that this effect is subject to sequential mediation by POS and AC. Accordingly, SR-HRM practices contribute to higher level of POS, which then foster stronger affective bonds with employers and, in turn, higher levels of vigor, absorption and dedication among workers.Originality/valueThe findings contribute to the expansion of the SR-HRM literature by providing a deeper understanding of how this management strategy affects employees’ job-related attitudes, particularly WE a much-overlooked variable in this realm.

Investigating the link between socially-responsible HRM and organizational sustainability performance – an HRD perspective

Purpose The paper aims to investigate the impact of socially-responsible human resource (SR-HR) practices on organizational sustainability performance (OSP) in Indian business organizations that are mandated to publish business sustainability and responsibility reporting. Design/methodology/approach Data were obtained from 620 working professionals employed in the organizations listed on National Stock Exchange in India. The proposed hypotheses were tested by deploying the statistical technique of multiple regression analysis using SPSS Version-21. Findings The results demonstrated that overall, SR-HR practices impact OSP. More precisely, all the dimensions of SR practices are positively associated with the organization’s financial performance, environmental performance and social performance (SP). There was a relatively higher significant impact of legal-oriented human resource management (HRM) on organizational economic and ecological performance. However, in the case of SP, a substantial effect of employee-oriented HRM was found. Practical implications Study findings encourage HR practitioners to invest in SR-HR practices to build and strengthen employees’ abilities and contributing to sustainability goals. Originality/value This study is one of the few studies conducted in the Indian context that highlights the relevance of the convergence of HRM, human resource development and corporate social responsibility to realize sustainability goals.

Socially responsible human resources management and employee retention: The roles of shared value, relationship satisfaction, and servant leadership

This study contributes to the growing body of research that focuses on the role of socially responsible human resource management (SR-HRM) and its effect on employee behaviors. Specifically, the research examines how and when SR-HRM could stimulate employees' shared value and retention, and in particular it explores the mediating role of shared value and relationship satisfaction and the moderating role of servant leadership. Based on the social exchange theory, the study develops a research framework to investigate these relationships. We employed a two-wave time-lagged survey of 350 employees working in multinational companies in Vietnam. The research findings revealed that SR-HRM is positively linked to employees’ shared value and to employee retention. Furthermore, shared value and relationship satisfaction can play parallel and serial mediating roles in the relationship between SR-HRM and employee retention. Interestingly, the research results showed that servant leadership moderates the relationship between SR-HRM and both shared value and employee retention, in such a way that those relationships are stronger when servant leadership is high and weaker if servant leadership is low. Finally, the study concludes by highlighting theoretical contributions, managerial implications, limitations, and further studies.

Exploring the effect of socially responsible human resource management on employee resilience: The role of basic psychological needs and collectivism

AbstractResilience has become a topic of renewed interest due to the frequent difficulties encountered by organisations and individuals in the present turbulent world. It is widely recognised that HRM practices play a crucial role in stimulating employee resilience. However, only few studies have explored the role of socially responsible human resource management (SRHRM) in enhancing employee resilience. Accordingly, our study aims to address this research gap by utilising self‐determination theory to develop a theoretical model clarifying the effect of SRHRM on employee resilience, focusing on the mediating role of basic psychological needs. Furthermore, we identify collectivism as a critical moderating factor in the relation between SRHRM and employee resilience. For this purpose, data were collected from 355 employees in central China in three waves. Results revealed that SRHRM can enhance employee resilience by fulfilling basic psychological needs. Moreover, the results indicated that collectivism strengthens the indirect relation between SRHRM and employee resilience through the fulfilment of basic psychological needs.

Doing good or looking good: how socially responsible human resource management practices influence employees' CSR-specific performance

PurposeThis study examines whether, how and when socially responsible human resource management (SRHRM) practices increase employees' in-role and extra-role corporate social responsibility (CSR) performance.Design/methodology/approachThis study uses data from 422 employees of 68 companies.FindingsSRHRM improves employees' in-role CSR-specific performance via impression management motivation and enhance extra-role CSR-specific performance via prosocial motivation. Moral identity symbolization strengthens the relationship between SRHRM and impression management motivation, and moral identity internalization reinforces the relationship between SRHRM and prosocial motivation. The authors also propose mediated moderation models.Practical implicationsThis study indicates that company can adopt SRHRM practices to improve employees' in-role and extra-role CSR-specific performance.Originality/valueThis study reveals how and when SRHRM practices influence employees' CSR-specific performance and sheds light on the social impacts of SRHRM.

Socially responsible HRM and hotel employees’ environmental performance: the mediating roles of green knowledge sharing and environmental commitment

PurposeThis study aims to investigate how employee environmental performance (EP) is affected by socially responsible human resource management (SRHRM) via green knowledge sharing (GKS) and environmental commitment (EC).Design/methodology/approachPartial least squares-structural equation modeling was used to analyze data from 494 frontline employees of hotels.FindingsThe findings reveal that SRHRM influences employee EP, GKS and EC. SRHRM indirectly predicts individual EP through GKS and EC mediation. GKS and EC also have significant relationships with employee EP.Practical implicationsHotels can use the findings of this study to develop effective strategies to promote employees’ positive responses to the environment and improve their organizational identification. Moreover, the current research enables the organization to recognize the importance of employees’ GKS and EC and capitalize on them.Originality/valueThis study links SRHRM to the individual EP level in the hotel industry. This study reveals the importance of EC and GKS as psychological mechanisms linking SRHRM and EP.

Socially responsible human resource management and employee green behavior at work: the role of learning goal orientation and moral identity

Drawing on self-regulation theory, we developed and tested a model to investigate the positive correlation between socially responsible human resource management (SRHRM) and employee workplace green behavior (WGB). We tested and found support for our theoretical model using multi-wave studies within one organization and across multiple organizations. Based on a sample of 261 employees from a food chain company (Study 1) and 259 employees from 43 organizations (Study 2), we identified a direct relationship between SRHRM and employee WGB and an indirect relationship mediated by learning goal orientation and moral identity. Additionally, coworker support moderated the effects of SRHRM on learning goal orientation and moral identity. These conclusions provide a new entry point for exploring why SRHRM affects employee WGB.

Redemption fromSRHRMunderCOVID‐19: How business threat due toCOVID‐19 affects employee insomnia via hope and workplace anxiety

AbstractExisting studies show that the COVID‐19 pandemic influences employee outcome in the work domain. However, the impact of business threat due to COVID‐19 on employee daily insomnia remains unexplored. Addressing this research gap can help scholars understand the risks of COVID‐19 in the non‐work domain. Drawing on appraisal theories of emotion, we explore how and when business threat due to COVID‐19 triggers employee insomnia. Using an experience sampling methodology where 89 employees are surveyed for 7 workdays, our multilevel analyses show that employee daily hope and workplace anxiety mediate the effects of business threat due to COVID‐19 on employee insomnia. Furthermore, socially responsible human resource management (SRHRM) practices weaken the negative relationship between business threat due to COVID‐19 and employees' hope and mitigate the positive relationship between business threat due to COVID‐19 and their workplace anxiety. We also find that SRHRM practices influence the indirect effect of business threat due to COVID‐19 on employee insomnia via workplace anxiety. Our study helps understand the underlying mechanisms in the relationship between business threat due to COVID‐19 and employee insomnia and further sheds light on the role of SRHRM in mitigating the destructive effect of business threat due to COVID‐19.

Perceived socially responsible-HRM on talent retention: The mediating effect of trust and motivation and the moderating effect of other-regarding value orientation.

Studies have shown that there is a growing interest in corporate social responsibility (CSR) and talent management, and the identified links between their aspects. Thus, the current study examined the relationship between socially responsible human resource management (SRHRM)-identified as CSR strategies and practices directed at employees to underpin the effectiveness of CSR implementation-and talent retention. In addition, this study employed a mediation-moderation framework with employee attitude (motivation and trust) as a mediating variable and other-regarding value orientation (ORVO) as a moderating variable. Thus, the current study contributes to talent management and CSR current knowledge by analyzing the depth of the relationship by way of exploring the moderating and mediating process. It answers the "how" and "when" questions and explains the mechanism through which an organization can use its socially responsible HRM practices for retaining talented employees. A total of 418 people from the Klang Valley area in Malaysia participated in the study. The hypotheses in the study were tested using PLS structural equation modeling. The results of the study showed that (a) perceived SRHRM was positively related to talent retention, (b) this relationship was partially mediated by the employee's attitude (motivation and trust), and (c) ORVO did not moderate the relationship between perceived SRHRM and talent retention. Furthermore, the study findings provide concrete and actionable recommendations on how to formulate and implement appropriate SRHRM policies and practices as they are not only essential for the successful implementation of external CSR programs but also essential for retaining talented employees and for improving their motivation and organizational trust.

Socially responsible human resource management and employee performance: The roles of perceived external prestige and employee human resource attributions

AbstractDrawing on social information processing theory, this study examines the pathway by which socially responsible human resource management (SRHRM), which links HR management practices to the corporate social responsibility activities of firms, affects job performance. Two‐wave multi‐source data supports the indirect effect of SRHRM on employee job performance through perceived external prestige and organizational identification. In addition, various types of employee HR attributions (i.e., employee well‐being, employee exploitation, and industry HR attribution) significantly moderates the relationship between SRHRM and perceived external prestige in different ways. These findings expand our understanding of the relationship between SRHRM and employee job performance and the role of employee HR attributions in complementing or supplementing such relationships.

Exploring the cornerstones of green, sustainable and socially responsible human resource management

PurposeThis study aims to delineate the fast-growing path of human resource management (HRM) research with a sustainable orientation and resolve confusion over the differences and interdependences of the various approaches that have emerged: green human resource management (GHRM), sustainable human resource management (Sustainable HRM), and socially responsible human resource management (SR-HRM).Design/methodology/approachIn this study, bibliometrics and science mapping were used to analyze the field's conceptual structure based on 587 related documents extracted from the ISI Web of Science database. Co-word analysis with SciMAT software enabled the authors to map the main themes studied and identify evolution, importance, and relevance.FindingsSR-HRM is the least developed of the three approaches analyzed and has been overlooked by the journals that publish the most work in the field of HR. The authors identify a lack of sustainability-related HRM studies on higher education and an ongoing need both to explore the role of culture in GHRM implementation and to explain further the potential non-green behavioral outcomes that can result from GHRM's use.Practical implicationsThis study demonstrates how human resource factors are key to managing challenges such as aging workforce, unstable employment relationships, implementation of green supply chain management, and Industry 4.0.Originality/valueThis study explores in detail the interrelations among various emerging sustainable human resource approaches and subtopics derived from the interrelations to reveal hotspots, dilemmas, paradoxes, and research gaps.

Socially Responsible Human Resource Management and Employee Job Engagement: A Moderated Mediation

While socially responsible human resource management (SRHRM) has received markedly growing research attention, research is lacking on how the general CSR facilitating SRHRM-employee workplace attitudes and behavior relationship is weakened or strengthened by contextual factors. Drawing upon stakeholder theory (Freeman, 1984), in the current study we examine the conditional effect of job insecurity on the indirect relationship on between SRHRM and employee job engagement through the mediation of organizational pride. A high level of job insecurity is perceived to be a lack of organizational support. The analysis of the two-waved data with a sample of 255 fulltime employees in the banking sectors in Pakistan revealed that job insecurity and SRHRM interactively affect employee job engagement through the mediation of organizational pride. This study advances the understanding of the contextual condition under which SRHRM affects employee work attitudes and behavior.

How and When Socially Responsible Human Resource Management Practices Influence Employee Insomnia

Although existing studies show that socially responsible human resource management (SRHRM) practices positively influence employees’ outcome at work domain, the social impacts of SRHRM practices on employee’s insomnia remain unexplored. Drawing on the appraisal theory of emotion, we explore whether, how, and when SRHRM practices reduce employees’ insomnia. Using multiphase and multilevel data from 270 employees in 52 companies, we find that SRHRM practices negatively predict employee insomnia, and the relationship is mediated by employee’s hope and anxiety. Furthermore, business threat due to COVID-19 weakens the positive relationship between SRHRM practices and employees’ hope, whereas mitigates the negative relationship between SRHRM and employees’ anxiety. We also find that business threat due to COVID-19 influences the indirect effect of SRHRM practices on employee’s insomnia via their hope and anxiety. Our study contributes to understanding the social impacts of SRHRM practices on employee insomnia at the non-work domain, especially after the COVID-19 outbreak.

Impact of Socially Responsible Human Resource Management Practices on Citizenship Behaviors of nurses with mediating role of Job Engagement: A study of Public sector hospitals in Pakistan

Based on the assumptions of Social Exchange Theory, this paper examines the influence of Socially Responsible Human Resource Management (SR-HRM) on two dimensions of Organization Citizenship Behavior (OCB) namely Organization Citizenship Behavior directed towards Individuals (OCB-I) and Organization Citizenship Behavior directed towards Organization (OCB-O). Structural equation modeling of data collected from 440 nurses working in tertiary care public sector hospitals of Punjab (Pakistan) revealed that job engagement fully mediates the relationship between SR-HRM and OCB-I, OCB-O. Further, SR-HRM and job engagement are also directly related to both OCB-I and OCB-O. The findings of this study highlights the importance of SR-HRM in stimulating positive work attitudes ultimately leading to extra role behaviors especially with reference to health sector and its employees who are currently facing lot of challenges worldwide due to spread of COVID-19 pandemic.

Socially Responsible human resource management and employees' turnover intention: the effect of psychological contract violation and moral identity

AbstractThis study explores the impact of socially responsible human resource management (SR-HRM) on the turnover intention by exploring the effects of psychological contract violation (PCV) and moral identity. Using a sample of 284 employees in China, we found that PCV mediated the negative relationship between SR-HRM and turnover intention. Moral identity moderated the direct effect of PCV on turnover intention as well as the indirect effect of SR-HRM on turnover intention via PCV, such that both the direct and indirect effects were stronger for employees with a low level of moral identity compared to those with the high level of moral identity. Findings from this study provide a greater understanding of the internal mechanisms and boundary conditions of SR-HRM that affect turnover intentions. Study findings also provide guidance to organizations seeking to reduce employee turnover.

Impact of socially responsible human resource management (SRHRM) on hotel employee outcomes using the role theory

PurposeBased on the role theory and prosocial motivation literature, this research aims to explore the bright and dark side of socially responsible human resource management (SRHRM) on hotel employees' outcomes through the mediation of role conflict. Besides, this study examines the moderating effect of prosocial motivation between role conflict and volunteering and organizational citizenship behavior (OCB).Design/methodology/approachThe authors collected 326 employee-supervisor dyads data in two waves from 12 hotels in the province of Wuhan, China. Besides, structural equation modeling (SEM) analysis was adopted to test the hypothesized model.FindingsAs expected, the result shows that SRHRM can increase employees' volunteering and decrease their OCB through the mediation of the role conflict. Further, prosocial motivation strengthens the linkage between role conflict and volunteering, but not the relationship between role conflict and OCB.Practical implicationsThis result enables hotel managers to adopt SRHRM as a useful tool of carrying out suitable corporate social responsibility (CSR) activities. Additionally, this study highlights the vital role of employee in successful CSR implementation.Originality/valueAlthough the hotel industry contributes a lot to global economic development, CSR research specifically focused on hotel industry has been unexplored. Therefore, this research brings SRHRM into hotel industry and establishes a model specifying both the bright side and dark side effect of SRHRM in the hotel industry.