Double-Edged Effects of Socially Responsible Human Resource Management on Employee Task Performance and Organizational Citizenship Behavior

Danping Shao, Erhua Zhou, Peiran Gao, Lirong Long and Jie Xiong
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Danping Shao: HUST - Huazhong University of Science and Technology [Wuhan]
Erhua Zhou: HUST - Huazhong University of Science and Technology [Wuhan]
Peiran Gao: HUST - Huazhong University of Science and Technology [Wuhan]
Lirong Long: HUST - Huazhong University of Science and Technology [Wuhan]
Jie Xiong: ESC [Rennes] - ESC Rennes School of Business

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Abstract: 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.

Date: 2019-04
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Published in Sustainability, 2019, 11 (8), pp.2271. ⟨10.3390/su11082271⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04195770

DOI: 10.3390/su11082271

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