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Title Socially responsible human resource management and employees' entrepreneurial behavior: Social Exchange Perspective

Author(s) Muzaffar Abbas

Abstract Socially responsible HRM is the combination of CSR and HRM activities. In this way, organizations do the welfare tasks for their employees so that they can work with a great level of commitment and utter dedication. This research is based on social exchange theory, which explains the concept based on the notion that a relationship between two persons is created through a process of cost-benefit analysis. The purpose of this study was to analyze how SR-HRM activities can shape and enhance the Employees' Entrepreneurial Behavior. This research study was done by selecting the employees of manufacturing sector organizations as a population, i.e. sports goods, leather garments, and surgical instrument manufacturing industry workers. A total number of 384 employees were selected as the research sample and probability sampling, specifically the proportionate stratified random sampling technique was used for data collection. An adapted questionnaire was distributed among the employees directly and their responses were collected. Study results showed that socially responsible human resource management is evinced a significant strong predictor of employees’ entrepreneurial behavior and it has a negative impact on knowledge hiding. Knowledge hiding mediates the relationship between socially responsible HRM and employees’ entrepreneurial behavior. Moreover, knowledge- oriented leadership is demonstrated as significant moderator between SR-HRM and knowledge hiding and between the relationship of knowledge hiding and employees' entrepreneurial behavior as well. Conclusively, the current study fosters the understanding of the role social exchange theory, the results of this study detail how social exchange theory induces socially responsible human resource management, employees’ entrepreneurial behavior, and knowledge-oriented leadership in manufacturing sector employees. The findings of this study contain implications for HR managers and industrial psychologists in recruitment, selection and designing the interventions in a manner through which social exchange theory can best be achieved and the negative outcomes of knowledge hiding may be avoided.

Type Thesis/Dissertation MS

Faculty Management Sciences

Department Management Sciences

Language English

Publication Date 2023-01-31

Subject Human Resource Management

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