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

Version 2 2024-06-06, 11:51
Version 1 2015-12-01, 10:44
journal contribution
posted on 2024-06-06, 11:51 authored by A Newman, Q Miao, PS Hofman, CJ Zhu
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.

History

Journal

International Journal of Human Resource Management

Volume

27

Pagination

440-455

Location

London, Eng.

ISSN

0958-5192

eISSN

1466-4399

Language

English

Publication classification

C Journal article, C1.1 Refereed article in a scholarly journal

Copyright notice

2015, Taylor & Francis

Issue

4

Publisher

ROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD