Socially Responsible Human Resource Management and Employee Perception: The Influence of Manager and Line Managers
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 manage...
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MDPI AG
2018-12-01
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| Series: | Sustainability |
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| Online Access: | https://www.mdpi.com/2071-1050/10/12/4614 |
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doaj-151ad5e805674bdc91c9e6a0ed8fb3782020-11-24T22:52:09ZengMDPI AGSustainability2071-10502018-12-011012461410.3390/su10124614su10124614Socially Responsible Human Resource Management and Employee Perception: The Influence of Manager and Line ManagersMacarena López-Fernández0Pedro M. Romero-Fernández1Ina Aust2Facultad de Ciencias Económicas y Empresariales, University of Cádiz, C/Enrique Villegas Vélez, nº 2, 11002 Cádiz, SpainFacultad de Ciencias Económicas y Empresariales, University of Cádiz, C/Enrique Villegas Vélez, nº 2, 11002 Cádiz, SpainLouvain Research Institute in Management and Organizations (LouRIM), UCLouvain, Place des Doyens, 1, 1348 Louvain-la-Neuve, BelgiumThe 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.https://www.mdpi.com/2071-1050/10/12/4614corporate social responsibilityemployee commitmentemployees’ perceptionsHR practicessocially responsible HRM |
| collection |
DOAJ |
| language |
English |
| format |
Article |
| sources |
DOAJ |
| author |
Macarena López-Fernández Pedro M. Romero-Fernández Ina Aust |
| spellingShingle |
Macarena López-Fernández Pedro M. Romero-Fernández Ina Aust Socially Responsible Human Resource Management and Employee Perception: The Influence of Manager and Line Managers Sustainability corporate social responsibility employee commitment employees’ perceptions HR practices socially responsible HRM |
| author_facet |
Macarena López-Fernández Pedro M. Romero-Fernández Ina Aust |
| author_sort |
Macarena López-Fernández |
| title |
Socially Responsible Human Resource Management and Employee Perception: The Influence of Manager and Line Managers |
| title_short |
Socially Responsible Human Resource Management and Employee Perception: The Influence of Manager and Line Managers |
| title_full |
Socially Responsible Human Resource Management and Employee Perception: The Influence of Manager and Line Managers |
| title_fullStr |
Socially Responsible Human Resource Management and Employee Perception: The Influence of Manager and Line Managers |
| title_full_unstemmed |
Socially Responsible Human Resource Management and Employee Perception: The Influence of Manager and Line Managers |
| title_sort |
socially responsible human resource management and employee perception: the influence of manager and line managers |
| publisher |
MDPI AG |
| series |
Sustainability |
| issn |
2071-1050 |
| publishDate |
2018-12-01 |
| description |
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. |
| topic |
corporate social responsibility employee commitment employees’ perceptions HR practices socially responsible HRM |
| url |
https://www.mdpi.com/2071-1050/10/12/4614 |
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AT macarenalopezfernandez sociallyresponsiblehumanresourcemanagementandemployeeperceptiontheinfluenceofmanagerandlinemanagers AT pedromromerofernandez sociallyresponsiblehumanresourcemanagementandemployeeperceptiontheinfluenceofmanagerandlinemanagers AT inaaust sociallyresponsiblehumanresourcemanagementandemployeeperceptiontheinfluenceofmanagerandlinemanagers |
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