A More Ethical Workplace? How and Why Perceived Socially Responsible Human Resource Management Makes a Difference
Pham, Nhat Tan; Lu, Jintao; Ogbonnaya, Chidiebere; Tuan, Tran Hoang; Degbey, William Y.; Laker, Benjamin (2024-11-14)
Huom!
Tiedosto avautuu julkiseksi: : 14.11.2026
Tiedosto avautuu julkiseksi: : 14.11.2026
Society for the Advancement of Management Studies John Wiley & Sons Ltd
14.11.2024
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi-fe2024112596462
https://urn.fi/URN:NBN:fi-fe2024112596462
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vertaisarvioitu
©2024 Wiley. This is the peer reviewed version of the following article: Pham, N. T., Lu, J., Ogbonnaya, C., Tuan, T. H., Degbey, W. Y., & Laker, B. (2024). A More Ethical Workplace? How and Why Perceived Socially Responsible Human Resource Management Makes a Difference. Journal of Management Studies, which has been published in final form at https://doi.org/10.1111/joms.13161. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Use of Self-Archived Versions. This article may not be enhanced, enriched or otherwise transformed into a derivative work, without express permission from Wiley or by statutory rights under applicable legislation. Copyright notices must not be removed, obscured or modified. The article must be linked to Wiley’s version of record on Wiley Online Library and any embedding, framing or otherwise making available the article or pages thereof by third parties from platforms, services and websites other than Wiley Online Library must be prohibited.
©2024 Wiley. This is the peer reviewed version of the following article: Pham, N. T., Lu, J., Ogbonnaya, C., Tuan, T. H., Degbey, W. Y., & Laker, B. (2024). A More Ethical Workplace? How and Why Perceived Socially Responsible Human Resource Management Makes a Difference. Journal of Management Studies, which has been published in final form at https://doi.org/10.1111/joms.13161. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Use of Self-Archived Versions. This article may not be enhanced, enriched or otherwise transformed into a derivative work, without express permission from Wiley or by statutory rights under applicable legislation. Copyright notices must not be removed, obscured or modified. The article must be linked to Wiley’s version of record on Wiley Online Library and any embedding, framing or otherwise making available the article or pages thereof by third parties from platforms, services and websites other than Wiley Online Library must be prohibited.
Tiivistelmä
Socially responsible human resource management (SRHRM) is a critical component of an organization's corporate social responsibility (CSR) strategy. It focuses on promoting sustainability goals and creating a positive social environment for employees to observe, learn, and internalize the organization's ethical values. Drawing on social learning theory, we conducted two separate field studies to investigate the direct and indirect links between employee perceptions of SRHRM practices and ethical workplace behaviour, as well as the moderating role of supervisor ethical leadership. In Study 1, we analysed three-wave data from 243 employees in Taiwanese organizations. The results show that perceived SRHRM practices shape ethical workplace behaviour both directly and indirectly through cognitive (value commitment) and morality-based (moral ownership) mechanisms. Study 2 validates these findings using time-lagged data from 302 employee–supervisor dyads in Vietnamese organizations. Additionally, this study reveals that the indirect positive relationship between perceived SRHRM and ethical behaviour is stronger when supervisors adopt an ethical leadership style. These findings offer a crucial Asia-Pacific perspective, complementing the predominantly Western-focused views on social responsibility in HRM and CSR research.
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