Socially responsible human resource management: a conceptual framework

2013 ◽  
pp. 120-136
Author(s):  
Jie Shen ◽  
John Benson
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Conceptual Framework ◽  
Human Resource ◽  
Socially Responsible

Staffing Electronic Commerce Projects

2011 ◽  
pp. 1807-1818
Author(s):  
Fred Niederman ◽  
Xiaorui Hu
Keyword(s):  
Project Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Electronic Commerce ◽  
Conceptual Framework ◽  
Human Resource ◽  
Data Storage ◽  
Application Development ◽  
Dot Com ◽  
Number Of Firms

Electronic commerce (e-commerce) personnel are instrumental in developing and maintaining electronic commerce programs and projects within firms. In spite of the dot-com bust, the number of firms developing and using e-commerce for interactions with customers and suppliers is growing. Personnel competence as individuals and as a group can be a decisive force in determining the level of success of e-commerce projects. In this chapter, we present a conceptual framework as an extension and reformulation of several of the currently active fit theories of human resource management and industrial psychology. We propose consideration of five categories of skills that should be present in organizational e-commerce workforce (human computer interface, data storage and analysis, transaction/application development, infrastructure, and project management). Finally, based on the adjusted concepts of fit, we present a set of propositions showing expected relationships between organizational and fit related variables on workforce outcomes.

scholarly journals Socially Responsible Human Resource Management and Employee Perception: The Influence of Manager and Line Managers

2018 ◽  
Vol 10 (12) ◽  
pp. 4614 ◽  
Author(s):  
Macarena López-Fernández ◽  
Pedro M. Romero-Fernández ◽  
Ina Aust
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Commitment ◽  
Future Research ◽  
Socially Responsible ◽  
Line Managers ◽  
Hr Managers ◽  
Managerial Employees ◽  
Different Levels

The aim of this article is to contribute to understanding the importance of considering the effect of employees’ perceptions of Socially Responsible Human Resource Management (SR-HRM) on employee commitment. Results, applied to different levels of the organization (HR managers, line managers and employees) show, on one hand, that there is a relationship between a SR-HRM and employee commitment, and on the other hand, that employees’ perceptions have an influence on the extent to which these relationships are developed. HR managers and line managers perceived SR-HRM in a similar way and line managers and non-managerial employees generally did too. The frequency with which line managers disagree with employees’ perceptions about socially responsible practices was low. Suggestions for HRM practice and future research are provided.

The role of affective commitment on the relationship between human resource management practices and informal workplace learning

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Md Shariful Alam Khandakar ◽  
Faizuniah Pangil
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Conceptual Framework ◽  
Human Resource ◽  
Workplace Learning ◽  
Affective Commitment ◽  
Management Practices ◽  
Content Type ◽  
Human Resource Management Practices ◽  
The Relationship

PurposeThe purpose of this paper is to explain the mediation effect of affective commitment on the relationship between human resource management practices and informal workplace learning.Design/methodology/approachThis paper develops a conceptual framework along with propositions by integrating comprehensive literatures, in the field of human resource management, affective commitment and informal workplace learning. Through the review of detail literature and based on the situated learning theory (Lave and Wenger, 1991) and organizational support theory (Eisenberger et al., 1986; Rhoades and Eisenberger, 2002; – and Eisenberger, 2006), it is proposed that eight human resource practices could affect informal workplace learning. Moreover, it is also argued that affective commitment could mediate the relationship between HRM practices and informal workplace learning.FindingsThis paper provides a conceptual framework on human resource management practices and informal workplace learning which is mediated by affective commitment.Originality/valueNone of the models presented in the literature details the mediation of affective commitment on the relationship between human resource management practices and informal workplace learning which is mediated by affective commitment as indeed the most recent research on the subject envisages.

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

2019 ◽  
Vol 31 (9) ◽  
pp. 3646-3663 ◽  
Author(s):  
Xingping Jia ◽  
Shudi Liao ◽  
Beatrice I.J.M. Van der Heijden ◽  
Zhiwen Guo
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Knowledge Sharing ◽  
Human Resource ◽  
Role Conflict ◽  
Role Ambiguity ◽  
Organizational Trust ◽  
Frontline Employees ◽  
Socially Responsible ◽  
Content Type

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.

scholarly journals 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

2019 ◽  
Vol 11 (8) ◽  
pp. 2271 ◽  
Author(s):  
Danping Shao ◽  
Erhua Zhou ◽  
Peiran Gao ◽  
Lirong Long ◽  
Jie Xiong
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Task Performance ◽  
Human Resource ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Role Ambiguity ◽  
Citizenship Behavior ◽  
Socially Responsible ◽  
Prosocial Motivation

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.

Sign in / Sign up

Export Citation Format

Share Document