The impact of socially responsible human resource management on employees' organizational citizenship behaviour: the mediating role of organizational identification

Newman, Alexander, Miao, Qing, Hofman, Peter S. and Zhu, Cherrie Jiuhua 2016, 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, vol. 27, no. 4, pp. 440-455, doi: 10.1080/09585192.2015.1042895.

Attached Files
Name Description MIMEType Size Downloads

Title The impact of socially responsible human resource management on employees' organizational citizenship behaviour: the mediating role of organizational identification
Author(s) Newman, AlexanderORCID iD for Newman, Alexander orcid.org/0000-0003-1170-8947
Miao, Qing
Hofman, Peter S.
Zhu, Cherrie Jiuhua
Journal name International journal of human resource management
Volume number 27
Issue number 4
Start page 440
End page 455
Total pages 16
Publisher Taylor & Francis
Place of publication London, Eng.
Publication date 2016
ISSN 1466-4399
1466-4399
Keyword(s) Social Sciences
Management
Business & Economics
China
human resource management
organizational citizenship behaviour
organizational identification
socially responsible HRM
Summary Based on insights from social exchange and social identity theories, this paper examines the influence of three dimensions of socially responsible human resource management (SR-HRM), namely legal compliance HRM, employee-oriented HRM and general CSR facilitation HRM, on employees' organizational citizenship behaviour (OCB). Structural equation modelling of dyadic data collected from Chinese employees and their direct supervisors in three phases revealed that whilst organizational identification fully mediated the relationship between employee-oriented HRM and employee OCB, general CSR facilitation HRM had a direct effect on employee OCB. In contrast, legal compliance HRM neither influenced employee OCB directly, nor indirectly through organizational identification. The findings highlight the important but complex role played by SR-HRM in eliciting positive employee work outcomes, and contribute to our knowledge of the mechanisms underlying this relationship.
Language eng
DOI 10.1080/09585192.2015.1042895
Field of Research 150305 Human Resources Management
1503 Business And Management
1505 Marketing
Socio Economic Objective 970115 Expanding Knowledge in Commerce
HERDC Research category C1.1 Refereed article in a scholarly journal
ERA Research output type C Journal article
Copyright notice ©2015, Taylor & Francis
Persistent URL http://hdl.handle.net/10536/DRO/DU:30079949

Document type: Journal Article
Collection: Department of Management
Connect to link resolver
 
Unless expressly stated otherwise, the copyright for items in DRO is owned by the author, with all rights reserved.

Versions
Version Filter Type
Citation counts: TR Web of Science Citation Count  Cited 15 times in TR Web of Science
Scopus Citation Count Cited 26 times in Scopus
Google Scholar Search Google Scholar
Access Statistics: 385 Abstract Views, 3 File Downloads  -  Detailed Statistics
Created: Thu, 21 Jan 2016, 13:58:02 EST

Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact drosupport@deakin.edu.au.