Socially responsible human resource practices and hospitality employee outcomes

Abstract

Purpose This paper aims to unfold the mediation mechanism of job crafting, through which socially responsible human resource practices (SRHR practices) influence work meaningfulness and job strain among hospitality employees. It also seeks to unravel the moderating effect of authentic leadership on this indirect relationship. Design/methodology/approach Three survey waves were conducted to collect data from 825 employees and 128 managers from 34 four- or five-star hotels in two major cities in Vietnam. The data were analyzed through structural equation modeling to test the hypothesized relationships. Findings The results lent credence to the positive relationship between SRHR practices and employees’ meaningfulness of work as well as the negative nexus between SRHR practices and employees’ job strain. These relationships were mediated by employee engagement in job crafting. The results further revealed that authentic leadership functioned as a negative moderator for the impact of SRHR practices on job crafting as well as the indirect effects of SRHR practices on the two employee outcomes via job crafting. Practical implications The findings suggest to hospitality organizations that employees may find their work more meaningful and less stressful if they implement SRHR practices to enable them to craft their tasks. Hospitality organizations should also realize the role of authentic behavior among managers in stimulating employee job crafting behavior particularly when SRHR practices are not fully in place. Originality/value This study advances the understanding of the mechanisms that translate SRHR practices into hospitality employee outcomes. This work also extends the contingency perspective in the HRM literature by unraveling authentic leadership as a contingency for the impacts of SRHR practices.

Socially Responsible Human Resource Management: A Systematic Literature Review and Research Agenda

“…Such factors include firms' strategic policies and priorities [48,60], available financial resources [60], HRM systems design [60], HRM power in the organization [26], ethics-oriented HRM philosophies [65], the multi-nationality of firms [93], as well as organizational structure and culture [80]. The third antecedent category is related to the individual factors, including employees' needs and wants [21,62,77,79], the presence of an ethical leader [60,61,75,89,92,101], the HR professionals' perception of their ethical role [61], and the role of employees' representatives in organizations [56].…”

“…Other individual factors positively affected by SRHRM practices include employee citizenship behavior [51,55,62,66,83,84,92], employee task performance [59,94], employee satisfaction [72,81,95], employee well-being [68,78], employee loyalty [101], the propensity of employees to identify themselves with their organization [59,83,88,89,91], employeeemployer relationships [79,84], employee trust in the firm [72,74,76], employee empathy [52], employee knowledge sharing behavior [74], employee innovation behavior [54,99], and employee intrapreneurial behavior [96,98,99]. It has also been shown that SRHRM practices can help employees to make sense of their jobs in a meaningful way [75] and even make employees more resilient in times of crisis, such as during the COVID-19 pandemic [76]. Further positive outcomes include increasing employee advocacy behavior within social media platforms [84] and enhancing the person-organization fit [69].…”

Corporate social responsibility in the luxury sector: The role of moral foundations

“…Our research mainly focuses on consumers' reactions to CSR, and thus it provides few insights on this issue. But a key finding in extant CSR and employee literature is that CSR initiatives make employees feel their job is significant (Kim et al, 2018) and increase their self‐esteem (Luu, 2021). But whether these results can be generalized to the luxury hospitality sector awaits future research.…”

Responsible Leadership Fuels Innovative Behavior: The Mediating Roles of Socially Responsible Human Resource Management and Organizational Pride

“…As explained in our justification for hypothesis 2a, responsible leadership may be a promoter of SRHRM. Furthermore, resources gained from SRHRM can translate to pride in organizations (Luu, 2021), which subsequently motivates employees to exhibit more innovative behavior as we discussed in hypothesis 3b. To integrate the hypotheses introduced above, we further posit the sequential mediating effects of SRHRM and organizational pride.…”