Search results

1 – 10 of over 1000
To view the access options for this content please click here
Article
Publication date: 29 October 2018

Neha Gahlawat and Subhash C. Kundu

The purpose of this paper is to establish the effectiveness of socially responsible HRM (SRHRM) on organizational citizenship behavior (OCB) while examining the mediating…

Abstract

Purpose

The purpose of this paper is to establish the effectiveness of socially responsible HRM (SRHRM) on organizational citizenship behavior (OCB) while examining the mediating role of work motivation and job satisfaction.

Design/methodology/approach

Primary data based on 565 respondents belonging to various organizations operating in India were collected and analyzed. Statistical tools like confirmatory factor analysis and bootstrap procedure were used to determine the hypothesized relationships between SRHRM and employee attitudes and behavior.

Findings

Drawing upon social identity perspective, the results have revealed that the employees’ perceptions of SRHRM including legal compliance HRM, employee-oriented HRM, general corporate social responsibility (CSR) facilitation HRM and general CSR conduct are related to higher engagement in extra-role behavior among employees in Indian context. The findings further reveal that this SRHRM–OCB relationship is serially mediated by work motivation and job satisfaction.

Practical implications

The study gives strong indications that managers at both global and local level need to pay high attention to the designing and implementation of the CSR-focused HRM systems in their organizations, as these do not only lead to positive organizational image but also generate positive employee outcomes.

Originality/value

By establishing a multi-step partial mediation model, this study brings new insights in the underlying mechanism existing in the SRHRM–OCB relationship.

Details

Journal of Indian Business Research, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1755-4195

Keywords

To view the access options for this content please click here
Article
Publication date: 7 June 2011

Satu Lähteenmäki and Maarit Laiho

The purpose of this paper is to study the meaning of socially responsible human resource management (HRM) in the global business context.

Abstract

Purpose

The purpose of this paper is to study the meaning of socially responsible human resource management (HRM) in the global business context.

Design/methodology/approach

This paper is based on a multiple case study and is descriptive. The study focuses on four case studies of two Finnish multinational companies. The data sources are company documents and web sites, newspapers, financial periodicals and web‐based open communication channels.

Findings

The study shows the contextual nature of socially responsible HRM and highlights the need to recognise the magnitude of the issues and viewpoints that affect the evaluation of social responsibility from the HRM point of view. The study also reveals the gap between the rhetoric used by top management and the messages given out by the HR function.

Research limitations/implications

The four cases examined in this study do not allow for empirical generalisations.

Practical implications

The study stresses that the costs and consequences of unethical behaviour cannot be overlooked when aiming to maintain the image of a socially responsible company.

Originality/value

This study addresses a research gap in HRM studies by adopting an ethical perspective and suggesting that instead of balancing global integration with responsiveness to local customs companies should find a balance between profitability and responsibility. The study provides rich material for discussion and illustration.

Details

Social Responsibility Journal, vol. 7 no. 2
Type: Research Article
ISSN: 1747-1117

Keywords

To view the access options for this content please click here
Article
Publication date: 7 October 2019

Nick Lin-Hi, Lisa Rothenhöfer and Igor Blumberg

The purpose of this paper is to investigate how Chinese factories can attract and retain blue-collar workers. While higher wages are typically considered to be an…

Abstract

Purpose

The purpose of this paper is to investigate how Chinese factories can attract and retain blue-collar workers. While higher wages are typically considered to be an effective HR instrument in this regard, this paper argues for the relevance of ethics in the HR domain. To this end, the paper develops and tests the concept of socially responsible blue-collar human resource management (SRBC-HRM).

Design/methodology/approach

In a scenario-based experiment, 296 blue-collar employees from a Chinese garment factory responded to questionnaires measuring their job choice determinants regarding a fictitious employer. In the scenarios, pay level (average vs above average) and SRBC-HRM (good vs poor) were manipulated.

Findings

The results revealed significantly positive relationships between SRBC-HRM and Chinese blue-collar workers’ job choice determinants (employer attractiveness, employer prestige and recommendation intentions), which were moderated by workers’ perceived importance of employer prestige. However, there was no significant effect of above-average pay on the three job choice determinants. Moreover, average pay in combination with good SRBC-HRM had stronger effects on job choice determinants than above-average pay in combination with poor SRBC-HRM.

Practical implications

The study highlights the economic relevance of the ethical treatment of employees in the manufacturing sector. In addition, the findings challenge the predominant managerial view that monetary rewards are the most important factor for instilling productive employee attitudes and intentions.

Social implications

Poor labor practices are still widespread in factories in emerging countries. By indicating that SRBC-HRM improves factories’ bottom line, the study provides a powerful rationale for factory managers to improve working conditions.

Originality/value

The present paper introduces the concept of SRBC-HRM specifically tailored to the context of blue-collar workers in emerging countries, who have received little attention in the literature. In addition, the findings demonstrate the economic relevance of SRBC-HRM.

Details

Employee Relations: The International Journal, vol. 41 no. 6
Type: Research Article
ISSN: 0142-5455

Keywords

To view the access options for this content please click here
Article
Publication date: 7 August 2017

William Il kuk Kang and Gaston Fornes

The purpose of this paper is to explore and understand corporate social responsibility (CSR) and human resource management (HRM) practices of the UK and Japan, who share…

Abstract

Purpose

The purpose of this paper is to explore and understand corporate social responsibility (CSR) and human resource management (HRM) practices of the UK and Japan, who share opposing societal and cultural characteristics, from a national business system (NBS) perspective, to answer the following two questions: the extent of convergence/divergence of CSR-HRM of two very different NBS, and the institutional relations behind the convergence/divergence.

Design/methodology/approach

For these purposes, the paper proposes a framework that can be utilised to understand the complex relationships between institutions, HRM, and CSR. Using a qualitative approach and grounded theory analysis as well as multiple-case analysis of six cases from the UK and Japan, the findings are tested against the framework.

Findings

The paper was able to confirm that mimetic and coercive isomorphism from global institutional pressure cause certain convergence of CSR-HRM in these two nations. However, simultaneously, the local institutional pressure (i.e. NBS) appears to be deeply rooted and is more salient at micro-level, resulting in diversified CSR-HRM in the two nations. As a result, it appears that convergence and divergence co-exist due to their differences in NBS with possibility of “crossvergence”.

Originality/value

This paper’s significance lies not only in contributing to the existing convergence–divergence debate on both CSR and HRM but also to help understanding of how Western CSR-HRM concepts are utilized and interpreted in East Asian countries with very different NBS from the West, with the aid of the proposed framework.

Content available
Article
Publication date: 30 December 2020

Jie He, Yan Mao, Alastair M. Morrison and J. Andres Coca-Stefaniak

This paper aims to investigate the influence of socially- responsible human resource management (SRHRM) on employee fears of external threats during the COVID-19 outbreak…

Abstract

Purpose

This paper aims to investigate the influence of socially- responsible human resource management (SRHRM) on employee fears of external threats during the COVID-19 outbreak, based on social support and event system theories. COVID-19 caused sharp profit declines and bankruptcies of hotels, restaurants and travel agencies. In addition, employees faced threats to their health and job security. How to overcome employee anxieties and fears about the negative impacts of this crisis and promote psychological recovery is worthy of attention from researchers and practitioners. This research investigated the impacts of SRHRM on employee fears through organizational trust, with the COVID-19 pandemic playing a moderating role between SRHRM and employee fears.

Design/methodology/approach

The hypotheses were tested through multiple linear regression analysis based on a survey of 408 employees in hospitality and tourism firms in China. Qualitative data were also gathered through interviews with selected managers.

Findings

The results showed that SRHRM had a negative influence on employee fears of external threats by enhancing trust in their organizations. In addition, the strength of the COVID-19 pandemic positively moderated the effect of SRHRM on employee fears. When the pandemic strength was more robust, the negative effects of SRHRM on employee fears were more significant.

Research limitations/implications

This research illustrated the contribution of SRHRM in overcoming employee fears of external threats in the context of COVID-19. It shed light on the organizational contribution of SRHRM to hospitality and tourism employee psychological recovery during the crisis.

Originality/value

This research explored strategic HRM by examining the effects of SRHRM on employee fears in the midst of a severe crisis, specifically COVID-19. The moderation effect of event strength and mediation effect of organizational trust were tested. It is of great value for hospitality and tourism firms to foster employee psychological recovery during a crisis such as COVID-19.

Details

International Journal of Contemporary Hospitality Management, vol. 33 no. 1
Type: Research Article
ISSN: 0959-6119

Keywords

To view the access options for this content please click here
Article
Publication date: 1 April 2014

Marija Rok and Matjaž Mulej

The purpose of this paper is to establish a new model of managing human resources in the service industry. The authors aim to raise awareness of the failing effects of…

Abstract

Purpose

The purpose of this paper is to establish a new model of managing human resources in the service industry. The authors aim to raise awareness of the failing effects of human resource management (HRM) so far and indicate possible solutions to long-lasting labour issues.

Design/methodology/approach

The authors aim to outgrow the current personnel management concepts by approaching the employment management problem requisitely holistically. By combining the concepts of systems thinking, requisite well-being and social responsibility, the authors aim to introduce a new model for managing human resources. An analysis of the relevant HRM models and a perusal of identified issues concerning labour enabled the development of the new HRM model.

Findings

Under-investment in human capital in service industries has resulted in high staff turnover and negative attitudes towards service occupations. Recognition of the need for an improved approach to human resources management brings about substantial changes in the strategic management both on the industry- and the organizational levels.

Research limitations/implications

Research is theoretical with indirect empirical impact. The proposed model will meet the requirements of systems thinking principles as well as socially responsible corporate behaviour.

Practical implications

Improved understanding that human talent and their well-being should be in the centre of business strategies.

Originality/value

The value of the paper is in the raised awareness of the need for more innovative and flexible labour market policies. The proposed model is in accordance with the formal corporate pledge to act socially responsible and can be applied in tourism and hospitality organizations.

To view the access options for this content please click here
Article
Publication date: 18 September 2019

Britta Holzberg

The purpose of this paper is to introduce the notion of crossvergence from international human resource management (IHRM) as a conceptual lens for understanding and…

Abstract

Purpose

The purpose of this paper is to introduce the notion of crossvergence from international human resource management (IHRM) as a conceptual lens for understanding and analyzing the formation of socially (ir)responsible employment practices in supplier firms in global production networks (GPNs). The crossvergence perspective can particularly contribute to understanding how the agency of suppliers is influenced by the interaction of global–local dynamics.

Design/methodology/approach

The paper illustrates how the formation of socially (ir)responsible employment practices can be understood as a process of crossvergence. Subsequently, it reviews and structures insights from GPN and IHRM literature to detail the process.

Findings

The paper underscores the complicated role of suppliers in ensuring decent work in GPNs. Suppliers face a multitude of global and local interacting, and partially conflicting, demands. They process these demands as active agents and need to develop suitable employment practices in response.

Originality/value

The paper supports the nascent discourse on supplier agency in forming socially responsible employment practices. It connects different streams of literature to illuminate the perspective of suppliers, introduces IHRM insights to the debate and offers conceptual guidance for analyzing interacting global and local pressures on suppliers.

To view the access options for this content please click here
Article
Publication date: 27 January 2021

Tuan Trong Luu

This paper aims to unfold the mediation mechanism of job crafting, through which socially responsible human resource practices (SRHR practices) influence work…

Abstract

Purpose

This paper aims to unfold the mediation mechanism of job crafting, through which socially responsible human resource practices (SRHR practices) influence work meaningfulness and job strain among hospitality employees. It also seeks to unravel the moderating effect of authentic leadership on this indirect relationship.

Design/methodology/approach

Three survey waves were conducted to collect data from 825 employees and 128 managers from 34 four- or five-star hotels in two major cities in Vietnam. The data were analyzed through structural equation modeling to test the hypothesized relationships.

Findings

The results lent credence to the positive relationship between SRHR practices and employees’ meaningfulness of work as well as the negative nexus between SRHR practices and employees’ job strain. These relationships were mediated by employee engagement in job crafting. The results further revealed that authentic leadership functioned as a negative moderator for the impact of SRHR practices on job crafting as well as the indirect effects of SRHR practices on the two employee outcomes via job crafting.

Practical implications

The findings suggest to hospitality organizations that employees may find their work more meaningful and less stressful if they implement SRHR practices to enable them to craft their tasks. Hospitality organizations should also realize the role of authentic behavior among managers in stimulating employee job crafting behavior particularly when SRHR practices are not fully in place.

Originality/value

This study advances the understanding of the mechanisms that translate SRHR practices into hospitality employee outcomes. This work also extends the contingency perspective in the HRM literature by unraveling authentic leadership as a contingency for the impacts of SRHR practices.

Details

International Journal of Contemporary Hospitality Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0959-6119

Keywords

To view the access options for this content please click here
Article
Publication date: 30 June 2020

Alex Anlesinya and Pattanee Susomrith

This study aims to systematically review sustainable human resource management (HRM) research with the aim of establishing its research themes, methods and contextual…

Abstract

Purpose

This study aims to systematically review sustainable human resource management (HRM) research with the aim of establishing its research themes, methods and contextual focus to develop a better understanding of the state of the field and the gaps in the research, as well as to propose a future research agenda.

Design/methodology/approach

This study uses a systematic literature review method that involves the use of 122 studies from six reputable databases covering January 2003 to March 2020.

Findings

There is an over-concentration on the ecological perspective of sustainable HRM and managers dominate the examined population. Moreover, there are geographical imbalances in sustainable HRM research. More so, the idea of bundling sustainable HRM practices together has received scanty research attention relative to the individual sustainable HRM best practices. Consequently, from a strategic HRM perspective, the authors highlight various ways to bundle sustainable HRM practices together. Also, the authors suggest that the ability-motivation-opportunity enhancing (AMO) theory’s perspective provides particularly useful means for this investigation. Furthermore, the findings suggest that sustainable HRM can influence organisations to become more competitive and effective in their quests to ensure economic prosperity, social well-being and ecological outcomes for their stakeholders.

Practical implications

The evidence reveals that there are significant gaps in the literature on the topic and confirms that the field is still at its developmental stage. Hence, there is a need for more rigorous research on the topic to help develop a better understanding of this new field.

Originality/value

This study contributes by providing the first comprehensive review of sustainable HRM themes, methods and contextual focus and by proposing future research agenda. It, therefore, offers a valuable point of departure for those moving into the sustainable HRM domain, as well as valuable insights for those already working in this space.

Details

Journal of Global Responsibility, vol. 11 no. 3
Type: Research Article
ISSN: 2041-2568

Keywords

To view the access options for this content please click here
Article
Publication date: 21 July 2020

Harry J. Van Buren III

The purpose of this paper is to advance a conceptualization of sustainable HRM that builds on scholarship focusing on the pluralistic nature of human resource management…

Abstract

Purpose

The purpose of this paper is to advance a conceptualization of sustainable HRM that builds on scholarship focusing on the pluralistic nature of human resource management. The paper seeks to advance the promise of sustainable HRM as an alternative to HRM scholarship that adopts a unitarist frame of reference.

Design/methodology/approach

The paper draws on a variety of HRM-related literatures to offer new insights about what a pluralist perspective on sustainable HRM from the perspective of employees would look like and what it would accomplish, and in so doing allow sustainable HRM to become socially sustainable.

Findings

Taking a pluralistic perspective is essential for making the concept of sustainable HRM more distinct and robust. Sustainable HRM can offer a challenge to the dominant unitarist perspective on the employment relationship, focusing the attention of researchers on the extent to which employment practices benefit both employers and employees while contributing to social sustainability outside of the employment context.

Originality/value

This paper adds analyses of pluralism and unitarism to the current literature on sustainable HRM while also focusing attention on how sustainable HRM might be more robustly conceptualized and also more normative in its orientation.

Details

Employee Relations: The International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0142-5455

Keywords

1 – 10 of over 1000