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<p>We advance theory on the ethical foundations of socially responsible human resource management (SRHRM) by explaining <i>why, how, and when</i> employee-directed CSR practices translate into meaningful employee engagement with organizational social responsibility initiatives. Although prior research has established that SRHRM influences employee attitudes and behaviors, existing theory has not adequately explained the psychological mechanisms through which SRHRM is related to employees’ CSR engagement. Integrating social information processing theory and cue consistency theory, we developed a multilevel theoretical model that reconceptualizes SRHRM as a key signaling system that shapes employees’ interpretation of their work as morally meaningful and aligned with their personal values. In Study 1, we identified meaningfulness of work and value commitment as distinct psychological mechanisms through which SRHRM relates to CSR engagement and demonstrated that ethical leadership functions as a critical boundary condition. In Study 2, we replicated these mechanisms using dyadic supervisor–employee data, strengthening causal inference and further demonstrating the moderating effect of ethical leadership. By identifying novel psychological pathways through which SRHRM shapes employee CSR engagement and establishing ethical leadership as a key contingent mechanism, this study makes a distinctive contribution to business ethics by clarifying the microfoundations through which organizational ethical commitments become consequential at the employee level.</p>

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Socially Responsible HRM and CSR Engagement: Exploring the Role of Meaningfulness, Value Commitment, and Ethical Leadership

  • 期刊论文

  • 出版模式：

    开放获取

  • 发表日期：

    2026年7月6日

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  • Amir Mehralian,
  • Mohammad Moradi

摘要

We advance theory on the ethical foundations of socially responsible human resource management (SRHRM) by explaining why, how, and when employee-directed CSR practices translate into meaningful employee engagement with organizational social responsibility initiatives. Although prior research has established that SRHRM influences employee attitudes and behaviors, existing theory has not adequately explained the psychological mechanisms through which SRHRM is related to employees’ CSR engagement. Integrating social information processing theory and cue consistency theory, we developed a multilevel theoretical model that reconceptualizes SRHRM as a key signaling system that shapes employees’ interpretation of their work as morally meaningful and aligned with their personal values. In Study 1, we identified meaningfulness of work and value commitment as distinct psychological mechanisms through which SRHRM relates to CSR engagement and demonstrated that ethical leadership functions as a critical boundary condition. In Study 2, we replicated these mechanisms using dyadic supervisor–employee data, strengthening causal inference and further demonstrating the moderating effect of ethical leadership. By identifying novel psychological pathways through which SRHRM shapes employee CSR engagement and establishing ethical leadership as a key contingent mechanism, this study makes a distinctive contribution to business ethics by clarifying the microfoundations through which organizational ethical commitments become consequential at the employee level.