Effects of socially responsible HR practices on employees' work attitudes

Kundu, Subhash C.; Gahlawat, Neha

doi:10.1504/ijhrdm.2016.078194

Cited by 19 publications

(19 citation statements)

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“…The merging of the two themes has suggested different labels for these studies, such as sustainable HRM (Garavan and McGuire, 2010) or SRHRM (Shen and Zhu, 2011). Kundu and Gahlawat (2016) conducted a study among 204 firms in India and found that all four components of SRHRM (legal compliance HRM, employee-oriented HRM, general facilitation HRM and general CSR conduct) affect the trust, motivation and commitment of employees. Peterson (2004) verified the presence of a positive relationship between perceptions of corporate citizenship and organisational commitment, which was stronger among employees who believed strongly in the importance of the business's social responsibility.…”

Section: Corporate Social Responsibility and Human Resources Managementmentioning

confidence: 99%

Human resources management in responsible small businesses: why, how and for what?

Cantele

2018

IJHRDM

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Corporate social responsibility pushes firms to be accountable for their effects on society and the environment, and to be responsive to all groups of stakeholders. The literature has pointed out the unique approach of small firms to social responsibility and human resources, which are considered the most important stakeholder group in this kind of business. This study is aimed at deepening our understanding of relationships between the motivation behind a socially responsible approach, the practices towards employees and the perceived benefits, in the context of Italian small businesses. The analysis of conducted interviews highlights that small businesses consider employee satisfaction and commitment a priority. Despite what is shown in the literature, they do not avoid implementing formal tools to manage and communicate their ethical approach to human resources management and are completely aware of the strategic relevance of engaging with employees in order to gain firm excellence.

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Section: Corporate Social Responsibility and Human Resources Managementmentioning

confidence: 99%

Human resources management in responsible small businesses: why, how and for what?

Cantele

2018

IJHRDM

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“…Similarly, Kundu and Gahlawat [20] introduced a four-component approach to measure SRHRM, based on Shen and Benson's three-dimensional SRHRM [3]. They then empirically conducted a series of individual-level studies exploring the relationship between employees' perceived SRHRM and intention to quit [20], satisfaction [21], trust, motivation, affective commitment [22], and higher extra-role behavior [23] in an Indian context. Indeed, just as prior researchers claimed, they said that it is employees' perceptions rather than actual HRM practices that affect employees' subsequent attitudes and behaviors [24][25][26].…”

Section: Introductionmentioning

confidence: 99%

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

et al. 2019

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Previous literature has explored the positive effects of socially responsible human resource management (SRHRM) on employees, leaving potential dark sides largely ignored. By integrating situational-strength theory and motivation literature, this study investigates the double-edged effects of SRHRM on employee performance. Based on a sample of 314 employee–supervisor dyads from three companies, we found that SRHRM could increase employees’ organizational citizenship behavior (OCB) while decreasing their task performance through role-ambiguity mediation. Interestingly, prosocial motivation serves as a significant moderator in strengthening the positive relationship between SRHRM and OCB and the negative association between SRHRM and task performance. Finally, we discuss the theoretical and practical implications of how managers should conduct SRHRM practices among employees.

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“…Ehnert and Harry [3] observed that most studies in this period omitted to fully explore multiple dimensions of sustainability simultaneously. Rather, competing conceptions evolved such as Green HRM supporting environmental sustainability while conceding to the dominance of maximizing economic performance [1,4,35] and Socially Responsible HRM [36][37][38][39][40][41] focusing on social sustainability and corporate social responsibility (CSR).…”

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confidence: 99%

Science Mapping the Knowledge Base on Sustainable Human Resource Management, 1982–2019

Kainzbauer

Rungruang

2019

Sustainability

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The increasing interest in sustainability has led to the emergence of a new research focus in the field of human resource management (HRM). HRM scholars have recently begun to explore how HRM might contribute to sustainable outcomes and coined the term ‘sustainable human resource management’(S-HRM). In this bibliometric review, science mapping tools were used to examine 475 Scopus-indexed documents on S-HRM. The objectives of the review were to analyze the size, evolution, and regional distribution of this knowledge base, identify key journals, documents, as well as authors, examine the intellectual structure of this literature, and highlight topical trends. The review revealed a knowledge base that is still in the emergent phase, with a global scope but a concentration in Western developed societies. Four Schools of Thought emerged within this field. This review hopes to guide a new generation of S-HRM scholars by providing an overview of the current status of the knowledge base.

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Effects of socially responsible HR practices on employees' work attitudes

Cited by 19 publications

References 0 publications

Human resources management in responsible small businesses: why, how and for what?

Human resources management in responsible small businesses: why, how and for what?

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

Science Mapping the Knowledge Base on Sustainable Human Resource Management, 1982–2019

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