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In this qualitative article, the researchers studied how the dynamics around corporate social responsibility and how perceived organizational support interlocked with it. The purpose of the research was to figure out how socially responsible human resource management (SRHRM) affected employee work behavior and if corporate social responsibility could be affected by the relationship the above two factors in question had. The researchers conducted a thorough literature review in which the following subject categories were studied. These subject categories encompassed: a) organizational identification; b) social identity theory; c) task performance; and d) extra- role helping behavior. From the literature review, the researchers developed six hypotheses; only three will be discussed. The first hypothesis tested was, “SRHRM will be positively related to employee organizational identification, which, in turn, will be positively related to employee task performance” (1727). The second hypothesis tested was, “SRHRM will be positively related to employee organizational identification, which, in turn, will be positively related to employee extra-role helping behavior” (1727). The third hypothesis tested was, “POS will be significantly related to organizational identification as well as moderate the relationship between SRHRM and employee organizational identification such that higher levels of POS associated with a stronger SRHRM–organizational identification relationship” (1727). The population studied encompassed of male and female workers from several Chinese manufacturing companies, some joint ventured, and some privately owned. The method used was questionnaires that were handed out in the and recollected. The data was analyzed by ANOVA. The results of the study confirmed all three hypotheses. There were three limitations in the research. The first limitation was the research over-relied on data analyzed by previous researchers on the same topic. Doing so made the researchers create six hypotheses thus, building a more complex conclusion. The second limitation was the researchers could have used a much more straightforward method to gather the data. That would have motivated more than 44% of employees to take part in the research. The third limitation was the researcher lacked psychological touch; how sure were the researchers that the remarks from peers and supervisors were not biased?

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