Socially responsible human resource management and employee performance: The roles of perceived external prestige and employee human resource attributions

BY Lee (First Author), TY Kim (Participant Author), S Kim (Participant Author), ZQ Liu (Participant Author), Y Wang (Participant Author)

Research output: Contribution to journalJournal

Abstract

Drawing on social information processing theory, this study examines the pathway by which socially responsible human resource management (SRHRM), which links HR management practices to the corporate social responsibility activities of firms, affects job performance. Two-wave multi-source data supports the indirect effect of SRHRM on employee job performance through perceived external prestige and organizational identification. In addition, various types of employee HR attributions (i.e., employee well-being, employee exploitation, and industry HR attribution) significantly moderates the relationship between SRHRM and perceived external prestige in different ways. These findings expand our understanding of the relationship between SRHRM and employee job performance and the role of employee HR attributions in complementing or supplementing such relationships.
Original languageEnglish
Number of pages18
JournalHuman Resource Management Journal
DOIs
Publication statusPublished - 30 Oct 2022

Corresponding author email

zqliu@hust.edu.cn

Keywords

  • Corporate social responsibility
  • Employee human resource attributions
  • Perceived external prestige
  • Social information processing theory
  • Socially responsible human resource management

Indexed by

  • SSCI
  • ABDC-A

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