Effects of socially responsible human resource management on employee organizational commitment

Abstract

In this paper, we introduced the concept of socially responsible human resource management (SR-HRM) and examined the effects of perceived SR-HRM on employee organizational commitment (OC) in the Chinese context. After examining the psychometric properties of the scales, hierarchical multiple regression analysis was utilised to test the research hypotheses. The results showed that, in general, SR-HRM is positively related to OC. After demographic variables were controlled, labour-related legal compliance HRM and general corporate social responsibility facilitation HRMs have a significant positive relationship with affirmative commitment (AC), continuance commitment (CC) and normative commitment (NC). Employee-oriented HRM has a significant positive relationship with AC and NC, but not CC. The relationship between SR-HRM and AC is stronger than those between SR-HRM and CC and NC.

Keywords:

• China
• corporate social responsibility
• HRM
• organizational commitment
• socially responsible HRM

Acknowledgements

This research is supported by Australian Research Council (ARC) grant No. LP0882906. We would like to extend our sincere thanks to Di Fan for his assistance in quantitative data analysis.

Notes

1. ‘The Ron Brown Award for Corporate Leadership?’ Business Week, 2 February 1998:118.