When CSR is a social norm: how socially responsible human resource management employee work behavior

Jie Shen, John Benson

Research output: Contribution to journalArticleResearchpeer-review

176 Citations (Scopus)

Abstract

Socially responsible human resource management (SRHRM), defined as corporate social responsibility (CSR) directed at employees, underpins the successful implementation of CSR. While its relationship with employee social behavior has been conceptualized and received some empirical support, its effect on employee work behaviors has not been explored. In this article we develop and test a meso-mediated moderation model that explains the underlying mechanisms through which SRHRM affects employee task performance and extra-role helping behavior. The results of multilevel analysis show that organization-level SRHRM is an indirect predictor of individual task performance and extra-role helping behavior through the mediation of individual-level organizational identification. In addition, the mediation model is moderated by employee-level perceived organizational support and the relationship between organizational identification and extra-role helping behavior is moderated by organization-level cooperative norms. These findings provide important insights into why and when SRHRM influences employee work behaviors.

Original languageEnglish
Pages (from-to)1723-1746
Number of pages24
JournalJournal of Management
Volume42
Issue number6
DOIs
Publication statusPublished - 1 Sep 2016
Externally publishedYes

Keywords

  • corporate social responsibility
  • employee work behavior
  • organizational identification
  • socially responsible human resource management

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