The impact of socially responsible human resources management on employee behaviors: A theoretical perspective

Abstract

This study was conducted to provide a comprehensive review of the existing theoretical foundations and, subsequently, to propose a research model and hypotheses that explore the impact of implementing Socially Responsible Human Resource Management (SRHRM) on employees’ in-role and extra-role behaviors within organizations. The study synthesizes, analyzes, and compares findings from prior studies, encompassing both qualitative and quantitative research, to establish a solid theoretical basis, identify emerging research trends, and highlight existing gaps in the literature.

Grounded in Social Exchange Theory (SET), the authors propose an integrated research model comprising key constructs such as SRHRM, dimensions of employee overall well-being—including physical, psychological, and social health—and both in-role and extra-role behaviors. Notably, the study posits that the three dimensions of employee well-being serve as crucial mediating variables that explain how SRHRM translates into employee behavioral outcomes. Accordingly, the study not only contributes a theoretically grounded research framework with high academic value, but also offers practical implications for organizations seeking to design and implement socially responsible human resource policies. Furthermore, the proposed model and hypotheses provide a strong foundation for future empirical research aimed at validating the model and extending its applicability across various organizational contexts—particularly among foreign-invested enterprises (FDIs) operating in emerging economies.