The Effect of Socially Responsible HRM on Organizational Citizenship Behavior for the Environment: A Proactive Motivation Model

Junqian He and Hyosun Kim
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Junqian He: Chung-Ang Business School, Chung-Ang University, Seoul 06974, Korea
Hyosun Kim: Chung-Ang Business School, Chung-Ang University, Seoul 06974, Korea

Sustainability, 2021, vol. 13, issue 14, 1-21

Abstract: Many organizations face the important challenges of motivating employees effectively to participate in corporate social responsibility initiatives and maintaining socially responsible human resource management practices. We examine whether socially responsible human resource management (SRHRM) practices can affect employees’ social responsibility-related behaviors, such as organizational citizenship behavior for the environment (OCBE). Based on proactive motivation theory, we propose a multiple-mediation model, selecting moral efficacy, felt obligation, and empathy as the mediators. We analyzed data from a sample of 535 employees from 23 manufacturing companies in China. The results show that SRHRM practices have a significant positive effect on OCBE. We also found that moral efficacy, felt obligation, and empathy significantly mediate the effect of SRHRM practices on OCBE and that there is no significant difference among the three mediation paths. Our study suggests that organizational pursuit of the socially responsible human resource management practices is an effective pathway to make employees feel more responsible toward global sustainability.

Keywords: socially responsible human resource management; organizational citizenship behavior for the environment; moral efficacy; felt obligation; empathy; proactive motivation theory (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2021
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (4)

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