Socially Responsible Human Resource Management and Employee Perception: The Influence of Manager and Line Managers

Macarena López-Fernández, Pedro M. Romero-Fernández and Ina Aust
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Macarena López-Fernández: Facultad de Ciencias Económicas y Empresariales, University of Cádiz, C/Enrique Villegas Vélez, nº 2, 11002 Cádiz, Spain
Pedro M. Romero-Fernández: Facultad de Ciencias Económicas y Empresariales, University of Cádiz, C/Enrique Villegas Vélez, nº 2, 11002 Cádiz, Spain
Ina Aust: Louvain Research Institute in Management and Organizations (LouRIM), UCLouvain, Place des Doyens, 1, 1348 Louvain-la-Neuve, Belgium

Sustainability, 2018, vol. 10, issue 12, 1-19

Abstract: The aim of this article is to contribute to understanding the importance of considering the effect of employees’ perceptions of Socially Responsible Human Resource Management (SR-HRM) on employee commitment. Results, applied to different levels of the organization (HR managers, line managers and employees) show, on one hand, that there is a relationship between a SR-HRM and employee commitment, and on the other hand, that employees’ perceptions have an influence on the extent to which these relationships are developed. HR managers and line managers perceived SR-HRM in a similar way and line managers and non-managerial employees generally did too. The frequency with which line managers disagree with employees’ perceptions about socially responsible practices was low. Suggestions for HRM practice and future research are provided.

Keywords: corporate social responsibility; employee commitment; employees’ perceptions; HR practices; socially responsible HRM (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2018
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (21)

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Persistent link: https://EconPapers.repec.org/RePEc:gam:jsusta:v:10:y:2018:i:12:p:4614-:d:188199

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