Doing good or looking good: how socially responsible human resource management practices influence employees' CSR-specific performance

Abstract

Purpose This study examines whether, how and when socially responsible human resource management (SRHRM) practices increase employees' in-role and extra-role corporate social responsibility (CSR) performance. Design/methodology/approach This study uses data from 422 employees of 68 companies. Findings SRHRM improves employees' in-role CSR-specific performance via impression management motivation and enhance extra-role CSR-specific performance via prosocial motivation. Moral identity symbolization strengthens the relationship between SRHRM and impression management motivation, and moral identity internalization reinforces the relationship between SRHRM and prosocial motivation. The authors also propose mediated moderation models. Practical implications This study indicates that company can adopt SRHRM practices to improve employees' in-role and extra-role CSR-specific performance. Originality/value This study reveals how and when SRHRM practices influence employees' CSR-specific performance and sheds light on the social impacts of SRHRM.