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Double-Edged Effects of Socially Responsible Human Resource Management on Employee Task Performance and Organizational Citizenship Behavior:

Author

Listed:
  • Danping Shao

    (HUST - Huazhong University of Science and Technology [Wuhan])

  • Erhua Zhou

    (HUST - Huazhong University of Science and Technology [Wuhan])

  • Peiran Gao

    (HUST - Huazhong University of Science and Technology [Wuhan])

  • Lirong Long

    (HUST - Huazhong University of Science and Technology [Wuhan])

  • Jie Xiong

    (ESC [Rennes] - ESC Rennes School of Business)

Abstract

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.

Suggested Citation

  • Danping Shao & Erhua Zhou & Peiran Gao & Lirong Long & Jie Xiong, 2019. "Double-Edged Effects of Socially Responsible Human Resource Management on Employee Task Performance and Organizational Citizenship Behavior:," Post-Print hal-04195770, HAL.
    • Handle: RePEc:hal:journl:hal-04195770
    DOI: 10.3390/su11082271
    as

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