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

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...

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Bibliographic Details
Published in:Sustainability 2019-04, Vol.11 (8), p.2271
Main Authors: Shao, Danping, Zhou, Erhua, Gao, Peiran, Long, Lirong, Xiong, Jie
Format: Article
Language:English
Subjects:
Ambiguity
Behavior
Business administration
Citizenship
Compensation
Competitive advantage
Employees
Human behavior
Human resource management
Humanities and Social Sciences
Motivation
Organizational aspects
Performance appraisal
Social responsibility
Sustainability
Sustainable development
Training
Values
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Summary: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.
ISSN:2071-1050
2071-1050
DOI:10.3390/su11082271