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

By Alexander Newman, Qing Miao, Peter S. Hofman, C. Zhu. 2016

288 citations recorded by the source corpus.

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.

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

View Paper: https://www.semanticscholar.org/paper/98da2abed099ac2c7ba4af00acf88d41ff2912fc

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Citations in the corpus

Employee-oriented HRM and voice behavior: a moderated mediation model of moral identity and trust in management (2018, methodology): “Researchers acknowledge that while voice behavior shares commonalities with positive behaviors such as OCB or other helping behaviors, it also differs from these behaviors due to the potential personal risks associated with speaking up (Morrison, 2011).”
How to emerge stronger: Antecedents and consequences of organizational resilience (2019, background): “Meanwhile, in all situations, the average variance extracted showed values greater than the recommended minimum of .5 (Nunnally & Bernstein, 1994; Hair, Anderson, Tatham, & Black, 1998).”
Exploring the Impact of Responsible Leadership on Organizational Citizenship Behavior for the Environment: A Leadership Identity Perspective (2019, methodology): “We chose several variables as controls, such as gender, age, career tenure, and organizational ethical climate, mainly because these variables are likely to have an impact on employee OCBE [52,53].”