At the intersection of corporate social responsibility (CSR) and human resource management (HRM), a specific research strand has been forming and considerably flourishing over the past years, contributing to the burgeoning academic debate of what has been called “socially responsible human resource management” (SRHRM). The SRHRM debate seeks to proactively enhance employees’ work experiences and meet their personal and social expectations in ethical and socially responsible ways. Despite the increasing interest in research about SRHRM, however, the literature in this area is highly scattered, and a comprehensive study has yet to be undertaken. The present paper addresses this shortcoming by systematically reviewing 57 scholarly articles published in this research domain. It integrates previous insights on the topic to provide a far-reaching theoretical framework that highlights antecedents, practices, and outcomes of SRHRM research. As the results show, between 2011 and 2021, the Sustainability journal has published most of the empirical papers in this area, while the last three years (2019–2021) experienced a significant surge of publications on the topic. Our framework shapes a holistic overview of the SRHRM domain and illuminates different relevant elements upon which future studies in this area could be developed. This contribution is also beneficial for general CSR literature as it stresses the importance of its internal stakeholders, which have been comprehensively given less attention so far. By critically examining the recent literature on SRHRM, we further show how previous research is dominated by studies rooted in utilitarian approaches. Therefore, we set a research agenda for future studies by acknowledging the need for process-oriented studies and the importance of critical scholarship within the field of SRHRM.

https://www.mdpi.com/2071-1050/14/4/2116/pdf?version=1644667492

Socially Responsible Human Resource Management: A Systematic Literature Review and Research Agenda

Purpose Although the positive impact of corporate social responsibility (CSR) initiatives on personal and organizational outcomes has been studied in the fields of human resource management and the hospitality industry, scholars in these fields still consider CSR as a promising area with potential. Drawing upon the dual concern and the attribution theories, this study aims to identify three stages of formations from teamwork with colleagues and personal benefits to organizational benefits from social responsibilities of hospitality companies via an integrated research model. Design/methodology/approach With the data collected from 324 frontline employees in hospitality enterprises in South Korea, this study empirically investigated the interrelationship to predict frontline employees’ job performance. Findings The empirical results from structural equation modeling indicated that perceived management support for CSR and perceived colleague support for CSR had significant influence on empathetic concern for colleague and anticipated positive affect, separately. Also, empathetic concern significantly affected psychological well-being and job satisfaction, while an anticipated positive affect significantly influenced job satisfaction. Finally, psychological well-being and job satisfaction had a significant impact on job performance. Practical implications This study provides several managerial implications for maximizing the effectiveness of hospitality companies’ CSR practices, enhancing frontline employees’ psychological well-being, job satisfaction and job performance. Originality/value Based on the empirical findings, this study provided meaningful theoretical and managerial implications to maximize the effectiveness of CSR initiatives and maximize frontline employees’ job performance in the hospitality industry. 

From teamwork to psychological well-being and job performance: the role of CSR in the workplace

Drawing on self-regulation theory, we developed and tested a model to investigate the positive correlation between socially responsible human resource management (SRHRM) and employee workplace green behavior (WGB). We tested and found support for our theoretical model using multi-wave studies within one organization and across multiple organizations. Based on a sample of 261 employees from a food chain company (Study 1) and 259 employees from 43 organizations (Study 2), we identified a direct relationship between SRHRM and employee WGB and an indirect relationship mediated by learning goal orientation and moral identity. Additionally, coworker support moderated the effects of SRHRM on learning goal orientation and moral identity. These conclusions provide a new entry point for exploring why SRHRM affects employee WGB. 

Socially responsible human resource management and employee green behavior at work: the role of learning goal orientation and moral identity

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.

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


Purpose
In recent years, efforts to reinforce the links between corporate social responsibility and human resource management have highlighted employees’ role as crucial organizational stakeholders. This study aims to investigate whether workers’ perception of socially responsible human resource management (SR-HRM) based on employee-focused practices is related to work engagement (WE). This research also explored whether perceived organizational support (POS) and affective commitment (AC) can contribute to explaining this relationship. Social exchange theory and job demands-resources model were used to theoretically frame the research.


Design/methodology/approach
Data were collected from a sample of 222 employees working in diverse organizations, using individual online surveys. Several analyses were conducted to assure data robustness to common method bias.


Findings
The results confirm that SR-HRM fosters WE and that this effect is subject to sequential mediation by POS and AC. Accordingly, SR-HRM practices contribute to higher level of POS, which then foster stronger affective bonds with employers and, in turn, higher levels of vigor, absorption and dedication among workers.


Originality/value
The findings contribute to the expansion of the SR-HRM literature by providing a deeper understanding of how this management strategy affects employees’ job-related attitudes, particularly WE a much-overlooked variable in this realm.


/pdf/how-socially-responsible-human-resource-management-fosters-3cvbu2hc.pdf

How socially responsible human resource management fosters work engagement: the role of perceived organizational support and affective organizational commitment

Although empirical evidence has shown that socially responsible human resource management (SRHRM) practices positively influence employees’ outcomes, knowledge on the social impact of SRHRM practices on employee well-being has been limited. Drawing upon the social information processing theory and attribution theory, we investigate whether, how, and when SRHRM practices increase the well-being of employees. Using multiphase and multilevel data from 474 employees in 50 companies, we find that SRHRM practices positively predict employee well-being and that the relationship is mediated by employees’ perspective-taking. Furthermore, substantive attributions strengthen the positive relationship between SRHRM practices and perspective-taking of employees, whereas symbolic attributions weaken this relationship. We also find that substantive attributions positively moderate the indirect effect of SRHRM practices on employee well-being through perspective-taking, whereas symbolic attributions negatively moderate this indirect effect. Our study contributes to the understanding of the complex effect that SRHRM has on employee well-being.

Multilevel Examination of How and When Socially Responsible Human Resource Management Improves the Well-Being of Employees

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Multilevel Examination of How and When Socially Responsible Human Resource Management Improves the Well-Being of Employees