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Article

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

1
School of Management, Huazhong University of Science and Technology, Wuhan 430074, China
2
Rennes School of Business, 2 rue Robert d’Arbrissel CS 76522, 35065 Rennes CEDEX, France
*
Author to whom correspondence should be addressed.
Sustainability 2019, 11(8), 2271; https://doi.org/10.3390/su11082271
Received: 22 January 2019 / Revised: 5 April 2019 / Accepted: 8 April 2019 / Published: 16 April 2019
(This article belongs to the Special Issue Psychology of Sustainability and Sustainable Development)
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. View Full-Text
Keywords: double-edged effects; SRHRM; employ performance; OCB; role ambiguity; prosocial motivation double-edged effects; SRHRM; employ performance; OCB; role ambiguity; prosocial motivation
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MDPI and ACS Style

Shao, D.; Zhou, E.; Gao, P.; Long, L.; Xiong, J. 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. Sustainability 2019, 11, 2271. https://doi.org/10.3390/su11082271

AMA Style

Shao D, Zhou E, Gao P, Long L, Xiong J. 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. Sustainability. 2019; 11(8):2271. https://doi.org/10.3390/su11082271

Chicago/Turabian Style

Shao, Danping, Erhua Zhou, Peiran Gao, Lirong Long, and Jie Xiong. 2019. "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" Sustainability 11, no. 8: 2271. https://doi.org/10.3390/su11082271

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