When does CSR-facilitation human resource management motivate employee job engagement? The contextual effect of job insecurity

Résumé En Fr

Drawing upon social identification theory and stakeholder theory, the current study examines the contextual effect of job insecurity on the indirect relationship between general corporate social responsibility facilitation‐human resource management (HRM) and employee job engagement through the mediation of organizational pride. Our analysis of a two‐wave dataset with a sample of 255 full‐time employees in the banking sector reveals that job insecurity negatively moderates the impact of general CSR‐facilitation HRM on organizational pride, which in turn is positively related to employee job engagement. This study advances the socially responsible HRM literature by providing insights into the underlying mechanisms and the contextual conditions under which general CSR‐facilitation HRM influences employee workplace outcomes in the presence of conflicting interests among stakeholders.

Drawing upon social identification theory and stakeholder theory, the current study examines the contextual effect of job insecurity on the indirect relationship between general corporate social responsibility facilitation-human resource management (HRM) and employee job engagement through the mediation of organizational pride. Our analysis of a two-wave dataset with a sample of 255 full-time employees in the banking sector reveals that job insecurity negatively moderates the impact of general CSR-facilitation HRM onorganizational pride, which in turn is positively related to employee job engagement. This study advances the socially responsible HRM literature by providing insights into the underlying mechanisms and the contextual conditions under which general CSR-facilitation HRM influences employeeworkplace outcomes in the presence of conflicting interests among stakeholders.