Unpacking the unintended consequences of socially responsible human resource management: a role stress perspective

Abstract

Purpose This paper aims to explore the unintended effect of socially responsible human resource management (SRHRM) on employee task performance via three components of role stress: role conflict, role ambiguity and role overload. Design/methodology/approach Data was collected from 360 employees who were working in companies in the south of Vietnam and the study hypotheses were tested using structural equation modelling (SEM). Findings The results indicate that SRHRM increases role conflict, role ambiguity and role overload, which negatively affect employee task performance. Practical implications The key practical implication of our study is that SRHRM may decrease employee task performance via role conflict, role ambiguity and role overload. Managers should be aware of these findings and devise a plan to reduce the role stress that results from implementing SRHRM. Originality/value This study provides empirical evidence of the destructive consequences of SRHRM and contributes to a more complete perspective of how SRHRM affects employee performance.