Effects Of Socially Responsible Human Resource Management (SRHRM) On Performance

Corporate social responsibility(CSR)means organizations promote social welfare and social progress while developing economy.After a hundred years of development,CSR has always been new.In recent years,as the“One Belt And One Road”international initiative has gained a growing interest,bringing CSR values into practices has become an irresistible trend.A few enterprises have stepped into the practice of social responsibility,but they have encountered many challenges.For example,most enterprises lack a deep understanding of CSR,which is simply understood as the unsustainable donation behavior of gratuitously giving,or the good deeds created by good people without any value creation.Then how to truly integrate social responsibility with corporate culture,employees interacton and daily business operation has become a real problem troubling the managers.Foreign scholars are mature in their research on this subject,with diverse perspectives and numerous theories.On the contrary,the research of domestic scholars on corporate social responsibility is still in the exploratory stage,with the theoretical research difficult to meet the practical development.In addition,most of the researches are based on the external perspective at the macro level,lacking more internal and micro perspective.Furthermore,there are great differences between Chinese and Western in traditional cultures and economic development.Thus,despite of abundant research achievements,it is difficult to guide the practice of CSR initiative in the context of China in the new era.Socially responsible human resource management(SRHRM)means integrating corporate social responsibility into human resources management.Put it simply,through the human resources management functions,such as recruitment,training,compensation and so on,oranizations can fully mobilize the manpower and material resources,financial resources,to implement the corporate social responsibility effectively.As a policy of implementing social responsibility,can SRHRM balance business interests and social interests to achieve a win-win situation for both organizations and society? However,at present,only a few scholars have theoretically tested the positive impact of SRHRM on employees,without exploring the key issue of “whether organization can have their cake and eat it too”.Therefore,drawing on Parker's model of proactive motivation,this paper comprehensively intergates the “cold” cognitive mechanism and the “hot” emotionalmechanism to discusse whether SRHRM can simultaneously improve the organizational performance and social performance of employees in Chinese context.In this paper,organizational performance is operationalized as task performance and organizational citizenship behavior whereas social performanc is operationalized as volunteering.Three empirical studies were conducted to investigate the impact of SRHRM on these two employee performance.Finally,through a sample of 314 employees–supervisor dyads,this paper empirically tested and basically confirmed that “organization can have their cake and eat it too”.The research conclusions are as follows:a)Modelling the “reason to do” path,study 1 examined and found that SRHRM can influence employees' performance by shaping their prosocial identity,including task performance,OCB and volunteering.In addition,long-term orientation significantly moderated the effect of SRHRM,while self-improvement motivation did not.b)Modelling the“can do”path,study 2 discussed and proved that SRHRM can improve employees' subsequent OCB and volunteering by shaping employees' prosocial self-efficacy,but has no significant impact on task performance.In addition,person-job fit had a boundary effect on SRHRM.c)On the basis of the two “cold” cognitive mechanisms,study 3 modelled the“energied to do” path.From the perspective of emotional event theory,study 3 discussed whether SRHRM can affect employees' subsequent performance by stimulating their empathy.It is found that SRHRM can improve task performance,OCB and volunteering of employees by invoking their empathy.In addition,distributive justice moderates the effect of SRHRM.The conclusion of this paper has important theoretical and practical implications for SRHRM,corporate social responsibility and human resource management.On the one hand,this study advanced the definition,connotation,effects and mechanisms of SRHRM.Specifically,firstly,this paper filled the gap of merely focusing on organizational performance by extending the influence of SRHRM to social performance.Secondly,based on an integrated model of proactive motivation,this paper discussed the influence of SRHRM on employee performance and its boundary conditions from “reason to do”,“cando” and “energized to do” paths.Therefore,it depicited a comprehensive theoretical framework for the future development of SRHRM.Thirdly,this paper investigated the boundary condition of SRHRM from individual characteristics,cultural characteristics,time orientation and organizational culture,which enriched the SRHRM research in Chinese context.On the other hand,this paper further promoted the development of corporate social responsibility by diverting macro level research to micro level research,from external perspective to internal perspective,and from results to process.Finally,this paper is of great significance to the development of future sustainable human resource management.