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The effect of socially responsible human resource management (SRHRM) on frontline employees’ knowledge sharing

Xingping Jia (Business School, Hubei University, Wuhan, China)
Shudi Liao (Business School, Hubei University, Wuhan, China)
Beatrice I.J.M. Van der Heijden (Radboud University, Institute for Management Research, Nijmegen, The Netherlands; Open University of the Netherlands Ghent University, Belgium; Business School, Hubei University, Wuhan, China and Kingston University, London, UK)
Zhiwen Guo (Business School, Hubei University, Wuhan, China)

International Journal of Contemporary Hospitality Management

ISSN: 0959-6119

Article publication date: 31 July 2019

Issue publication date: 17 September 2019

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Abstract

Purpose

This study in the hospitality industry aims to explore the underlying mechanisms through which socially responsible human resource management (SRHRM) affects frontline employees’ knowledge sharing, as well as the moderating effects of role conflict and role ambiguity.

Design/methodology/approach

Two data waves have been collected from one of the largest restaurant chains in China. Using Mplus 7.0, a structural equation modeling model is empirically tested to investigate the hypothesized moderated mediation model.

Findings

First, SRHRM appears to foster frontline employees’ perceived respect and organizational trust and further stimulates their knowledge sharing. Second, role conflict is found to weaken the relationship between SRHRM and organizational trust, while role ambiguity seems to weaken the strength of the linkage between SRHRM and perceived respect.

Practical implications

Managers should make SRHRM policies more visible and implement appropriate SRHRM practices to facilitate employees proactively to share knowledge at work. Furthermore, managers should realize the dark side effects of role conflict and role ambiguity, as they might hinder the positive impact of SRHRM on knowledge sharing.

Originality/value

This study uncovers the meditating roles of perceived respect and organizational trust through which SRHRM impacts on employees’ knowledge sharing. By incorporating the possible moderating roles of role conflict and role ambiguity, this scholarly work also increases the understanding of possible hindrances in this regard.

Keywords

Acknowledgements

This work was supported by Young Scientists Fund of the National Natural Science Foundation of China (Grant No. 71802073). This work was supported by Young Scientists Fund of Humanities and social sciences of the Ministry of Education of China (Grant No. 19YJC630236); This work was supported by the National Natural Science Foundation Key Program of China (Grant No. 71832004); This work was supported by Research Project of Hubei Provincial Department of Education (Grant No. 201811121301006).

Citation

Jia, X., Liao, S., Van der Heijden, B.I.J.M. and Guo, Z. (2019), "The effect of socially responsible human resource management (SRHRM) on frontline employees’ knowledge sharing", International Journal of Contemporary Hospitality Management, Vol. 31 No. 9, pp. 3646-3663. https://doi.org/10.1108/IJCHM-09-2018-0769

Publisher

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Emerald Publishing Limited

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