Impact of socially responsible human resource management (SRHRM) on hotel employee outcomes using the role theory

Abstract

Purpose Based on the role theory and prosocial motivation literature, this research aims to explore the bright and dark side of socially responsible human resource management (SRHRM) on hotel employees' outcomes through the mediation of role conflict. Besides, this study examines the moderating effect of prosocial motivation between role conflict and volunteering and organizational citizenship behavior (OCB). Design/methodology/approach The authors collected 326 employee-supervisor dyads data in two waves from 12 hotels in the province of Wuhan, China. Besides, structural equation modeling (SEM) analysis was adopted to test the hypothesized model. Findings As expected, the result shows that SRHRM can increase employees' volunteering and decrease their OCB through the mediation of the role conflict. Further, prosocial motivation strengthens the linkage between role conflict and volunteering, but not the relationship between role conflict and OCB. Practical implications This result enables hotel managers to adopt SRHRM as a useful tool of carrying out suitable corporate social responsibility (CSR) activities. Additionally, this study highlights the vital role of employee in successful CSR implementation. Originality/value Although the hotel industry contributes a lot to global economic development, CSR research specifically focused on hotel industry has been unexplored. Therefore, this research brings SRHRM into hotel industry and establishes a model specifying both the bright side and dark side effect of SRHRM in the hotel industry.