When does CSR-facilitation human resource management motivate employee job engagement? The contextual effect of job insecurity

Kamran Iqbal, Jie Shen () and Xin Deng
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Jie Shen: Shenzhen University [Shenzhen]
Xin Deng: IB-CAS - Institute of Botany [Beijing] - CAS - Chinese Academy of Sciences [Beijing]

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Abstract: Abstract Drawing upon social identification theory and stakeholder theory, the current study examines the contextual effect of job insecurity on the indirect relationship between general corporate social responsibility facilitation‐human resource management (HRM) and employee job engagement through the mediation of organizational pride. Our analysis of a two‐wave dataset with a sample of 255 full‐time employees in the banking sector reveals that job insecurity negatively moderates the impact of general CSR‐facilitation HRM on organizational pride, which in turn is positively related to employee job engagement. This study advances the socially responsible HRM literature by providing insights into the underlying mechanisms and the contextual conditions under which general CSR‐facilitation HRM influences employee workplace outcomes in the presence of conflicting interests among stakeholders.

Keywords: job engagement; job insecurity; organizational pride; socially responsible human resource management (search for similar items in EconPapers)
Date: 2024-01
Note: View the original document on HAL open archive server: https://hal.science/hal-04875774v1
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Published in Human Resource Management Journal, 2024, 34 (4), pp.1063-1079. ⟨10.1111/1748-8583.12544⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04875774

DOI: 10.1111/1748-8583.12544

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