Next Article in Journal
Evolution and Transformation of the Central Place Theory in E-Business: China’s C2C Online Game Marketing
Next Article in Special Issue
Relationship between Ability-Based Emotional Intelligence, Cognitive Intelligence, and Job Performance
Previous Article in Journal
An Evaluation Index System of China’s Development Level of Ecological Civilization
Previous Article in Special Issue
Sustainability within Fashion Business Models: A Systematic Literature Review
Article Menu

Export Article

Open AccessArticle
Sustainability 2019, 11(8), 2271; https://doi.org/10.3390/su11082271

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.
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)
  |  
PDF [775 KB, uploaded 16 April 2019]
  |  

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. 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
Figures

Figure 1

This is an open access article distributed under the Creative Commons Attribution License which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited (CC BY 4.0).
SciFeed

Share & Cite This Article

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.

Show more citation formats Show less citations formats

Note that from the first issue of 2016, MDPI journals use article numbers instead of page numbers. See further details here.

Related Articles

Article Metrics

Article Access Statistics

1

Comments

[Return to top]
Sustainability EISSN 2071-1050 Published by MDPI AG, Basel, Switzerland RSS E-Mail Table of Contents Alert
Back to Top