Effects of socially responsible human resource management on employee organizational commitment

By Jie Shen, Cherrie Jiuhua Zhu. 2011

334 citations recorded by the source corpus.

Subfields: Marketing, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/01a0041e00d1de6c04fc1c12dd136f5e502e369c

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Citations in the corpus

Does corporate social responsibility impact on employee engagement (2014, background): “…between CSR practices and HR practices and outputs (Gond and Igalens, 2011; Rettab et al., 2009; Shen, 2011; Wojtaszczyk, 2008; Young and Thyil, 2009; Buciuniene and Kazlauskaite, 2012; Cooke and He, 2010; Fuentes-Garcia and Nunez-Tabales, 2008; Preuss and Haunschild, 2009; Shen and Zhu, 2011).”
The impact of perceived corporate social responsibility on organizational commitment and the moderating role of collectivism and masculinity: evidence from China (2014, background): “In support of these assertions, recent work has shown employees perceptions of socially responsible HRM practices to influence the organizational commitment of Chinese employees (Shen and Zhu 2011).”
When CSR Is a Social Norm (2016, background): “…employees believe they have been treated unfairly or have not received the support they require from the organization, they may regard SRHRM as a threat (e.g., considering social performance in appraisal, promotion, and rewards may overshadow the significance of work performance; Shen & Zhu, 2011).”
Socially responsible HR practices and employees’ intention to quit: the mediating role of job satisfaction (2015, methodology): “The only study that has introduced the socially responsible HRM scale in a broader manner is the Shen and Zhu (2011) study, which has suggested a three-component”
The psychological microfoundations of corporate social responsibility: A person-centric systematic review (2017, background): “Several studies also highlight the positive influence of CSR on specific facets of organizational commitment, such as normative commitment (Shen & Zhu, 2011), employee attachment (Lee, Park, & Lee, 2013), or collective organizational commitment, suggesting that CSR may be an antecedent of…”
Employee-oriented HRM and voice behavior: a moderated mediation model of moral identity and trust in management (2018, methodology): “We argue that employees with high moral identity are more likely to react to EOHRM practices by showing more trust (Shen & Zhu, 2011).”