Double-Edged Effects of Socially Responsible Human Resource Management on Employee Task Performance and Organizational Citizenship Behavior: Mediating by Role Ambiguity and Moderating by Prosocial Motivation

Shao, Danping; Zhou, Erhua; Gao, Peiran; Long, Lirong; Xiong, Jie

doi:10.3390/su11082271

Cited by 33 publications

(36 citation statements)

References 72 publications

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“…Education is important too, but when the relationship to the work done is missing, it becomes secondary. In this context, Shao et al [73] highlighted the need for socially responsible human resource management, whose application, inter alia, gradually transforms employee responsibility awareness into organizational competitiveness and sustainable development.…”

Section: Conclusion and Discussionmentioning

confidence: 99%

Age and Educational Diversification of Hotel Employees and Its Impact on Turnover

2019

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This paper examines the increasing turnover in the hotel industry, which has a negative influence on the quality of services provided, as well as customer satisfaction. Hotel managers are forced to hire new employees in order to secure smooth hotel operations as well as replace those employees who have left for their competitors. Newly hired employees need to be instructed and trained, which has a negative influence on hotel costs. We assume that both an employee’s age and the level of education determines the quality of their performance at work, as well as their personal stability, thus having an influence on business sustainability. This paper analyzes the age and education diversification of employees in four-star and five-star hotels in Slovakia, and its impact on employee turnover. The research was undertaken in 2019, with a research sample comprising 1085 individuals employed in selected chain and independent hotels. We examined the opinions of employees from different ages and education levels about their retention and changes of employment. Statistical testing confirmed the relation between turnover and the educational level of the employees. However, the correlation between turnover and age was rejected. We analyze the different perceptions of retention and job change of employees from different age groups. The revelation of the causes as to why employees might leave a hotel could help managers change their philosophy and the processes of human resources management in favor of developing a sustainable company.

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Section: Conclusion and Discussionmentioning

confidence: 99%

Age and Educational Diversification of Hotel Employees and Its Impact on Turnover

2019

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“…Shao et al [83] concluded that perceived SR-HRM increases employees' organisational citizenship behaviour, although not task performance, through affective and cognitive mechanisms. In addition, Shao et al [84] studied the effects of SR-HRM on employee performance, adding the moderator effect of prosocial motivation. López-Fernández et al [23] found a link between SR-HRM and employee commitment, and that the employees' perceptions affect this relationship.…”

Section: Sub-period 2017-2019mentioning

confidence: 99%

Mapping the Link between Corporate Social Responsibility (CSR) and Human Resource Management (HRM): How Is This Relationship Measured?

2020

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Despite the relevance of human resources in the management of Corporate Social Responsibility (CSR), confusion and theoretical chaos are still evident in the area. This manuscript provides a systematic review of the link between CSR and Human Resource Management (HRM), stressing the main topics along with the evolution and tendencies founded in this field. SciMAT was used to conduct a conceptual science mapping analysis based on co-word bibliographic networks. From 2006 to 2019, 194 documents were retrieved from the Web of Science. Considering the last period (2017–2019), the motor themes (those which are well-developed and relevant for the structure of the research field) were environmental management (including green HRM), sustainable HRM and pro-environmental behaviour. Socially responsible HRM (SR-HRM) was a basic theme (important, although not developed). Perceived organisational support was a specialised theme (well-developed, although less important), and employee commitment was an emerging theme (both weakly developed and marginal). In addition, a review of the measurement tools used in the main topics extracted from the previous analysis was carried out. Our analysis will help inform researchers and practitioners on the future of CSR and HRM and the previous efforts in the creation of measurement instruments.

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“…al. (2019) (Shao, 2019). Penelitian terdahulu mengungkapkan bahwa karyawan yang ada di sebuah perusahaan dapat memiliki pandangan yang beragam mengenai kegiatan CSR yang dimiliki perusahaan yang secara umum dipengaruhi oleh karakter dari masingmasing individu serta lingkungan kerja karyawan tersebut (Rodrigo & Arenas, 2008).…”

Section: Pendahuluanunclassified

“…Oleh sebab itu praktek HRM merupakan faktor yang penting dalam membentuk sebuah organizational climate yang baik (Mossholder et. al., 2011) karena karyawan sebuah perusahaan akan melihat ciri-ciri lingkungan kerja mereka dengan cara melihat hal-hal yang diterima dan dianggap baik oleh perusahaan serta konsekuensi yang kemungkinan ditanggung akibat perilaku tertentu sehingga para karyawan akan menyesuaikan perilaku mereka sesuai dengan pemahaman tersebut (Burke et.al., 1992, dalam Shen & Zhang, 2017 (Shao, et. al., 2019…”

Section: Hubungan Antara Srhrm Dengan Employee Support For Csrunclassified

Pengaruh Penerapan SRHRM Dengan Dukungan Karyawan Bagi Kegiatan CSR Eksternal Perusahaan Di Jakarta Dan Sekitarnya

Goputra¹,

Michael²

2020

jrlab

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This study aims to look at the relationship between Socially Responsible Human Resource Management (SRHRM) and employee support for the perception of Corporate Social Responsibility (CSR). The data collection method used for the research is through surveys, which are distributed to employees of several companies in various industries in Indonesia and the collected data are analyzed using the Structural Equation Modelling (SEM) method. The findings of this research suggest that SRHRM practices will affect employee support for external CSR through the creation of a socially responsible organizational climate. Therefore, it should be considered by companies in Indonesia throughout its operations particularly for the company’s human resource department. This research contributes to expanding the CSR and HR literature which is still uncommon particularly in Indonesia.Keywords: Corporate Social Responsibility, Organizational Climate, Socially Responsible Human Resource Management

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Double-Edged Effects of Socially Responsible Human Resource Management on Employee Task Performance and Organizational Citizenship Behavior: Mediating by Role Ambiguity and Moderating by Prosocial Motivation

Cited by 33 publications

References 72 publications

Age and Educational Diversification of Hotel Employees and Its Impact on Turnover

Age and Educational Diversification of Hotel Employees and Its Impact on Turnover

Mapping the Link between Corporate Social Responsibility (CSR) and Human Resource Management (HRM): How Is This Relationship Measured?

Pengaruh Penerapan SRHRM Dengan Dukungan Karyawan Bagi Kegiatan CSR Eksternal Perusahaan Di Jakarta Dan Sekitarnya

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