How Does Socially Responsible Human Resource Management Influence Employee Well-Being?
Drawing on social exchange and social identity theories, we develop a model examining the relationship between three dimensions of socially responsible human resource management (SR-HRM), namely legal compliance HRM, employee-oriented HRM and general CSR facilitation HRM, and employee well-being (EWB). We hypothesize that all three dimensions of socially responsible human resource management affect employee well-being via organizational identification. Data were obtained from 250 employees working in banking sector. SPSS and process macro for SPSS were employed to test the hypothesized model. The results revealed that the relationship between all three dimensions of SR-HRM and EWB had an indirect effect via Organizational identification. This study makes a significant theoretical contribution to the literature as this study demonstrate the importance of SRHRM in wellbeing of the employees and fill the gap in literature by exploring the mechanism through which SRHRM affects EWB.
- Blau, H. (1964). The impossible theater: A Manifesto. New York: Macmillan.Google Scholar
- Burton-Jones, A. (2009). Minimizing method bias through programmatic research. MIS Quarterly, 445–471.Google Scholar
- Chen, W., Zhang, Y., Sanders, K., & Xu, S. (2016). Family-friendly work practices and their outcomes in China: The mediating role of work-to-family enrichment and the moderating role of gender. International Journal of Human Resource Management, 1–23.Google Scholar
- Doherty, N., & Tyson, S. (2000). HRM and employee well-being: Raising the ethical stakes. Ethical issues in contemporary human resource management (pp. 102–115).Google Scholar
- Donaldson, T. (1991). Rights in the global market. In R. E. Freeman (Ed.), Business ethics: The state of the art. New York: Oxford University Press.Google Scholar
- Dutton, J. E., & Dukerich, J. M. (1991). Keeping an eye on the mirror: Image and identity in organizational adaptation. Academy of Management Journal, 34(3), 517–554.Google Scholar
- Iqbal, K., & Ahmad, M. H. (2017). Effect of psychological capital on organizational commitment: Mediating role of psychological empowerment. Abasyn Journal of Social Sciences, 72–87.Google Scholar
- Masterson, S. S., Lewis, K., Goldman, B. M., & Taylor, M. S. (2000). Integrating justice and social exchange: The differing effects of fair procedures and treatment on work relationships. Academy of Management Journal, 43(4), 738–748.Google Scholar
- Newman, A., Miao, Q., Hofman, P. S., & Zhu, C. J. (2015). The impact of socially responsible human resource management on employees’ organizational citizenship behaviour: The mediating role of organizational identification. International Journal of Human Resource Management, 27(4), 440–455.CrossRefGoogle Scholar
- Orlitzky, M., & Swanson, D. (2006). Socially responsible human resource management: Charting new territory. Human Resource Management Ethics, 3–25.Google Scholar
- Porter, M. E., & Kramer, M. R. (2006). Strategy and society: The link between competitive advantage and corporate social responsibility. Harvard Business Review, 78–92.Google Scholar
- Rousseau, D. (1995). Psychological contracts in organizations: Understanding written and unwritten agreements. Thousand Oaks, CA: Sage.Google Scholar
- Tajfel, H., & Turner, J. C. (1985). The social identity theory of inter group behavior. In S. Worchel & W. G. Austin (Eds.), Psychology of intergroup relations. Chicago: Nelson.Google Scholar
- Wiese, B. S. (2015). Work-life-balance. In Wirtschaftspsychologie (pp. 227–244). Berlin: Springer.Google Scholar