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

Danping Shao, Erhua Zhou and Peiran Gao
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Danping Shao: School of Management, Huazhong University of Science and Technology, Wuhan 430074, China
Erhua Zhou: School of Management, Huazhong University of Science and Technology, Wuhan 430074, China
Peiran Gao: School of Management, Huazhong University of Science and Technology, Wuhan 430074, China

Sustainability, 2019, vol. 11, issue 11, 1-22

Abstract: 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.

Keywords: socially responsible human resource management; prosocial identity; empathy; organizational citizenship behavior; volunteering (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2019
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (6)

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