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Drawing on social information processing theory, this study examines the pathway by which socially responsible human resource management (SRHRM), which links HR management practices to the corporate social responsibility activities of firms, affects job performance. Two‐wave multi‐source data supports the indirect effect of SRHRM on employee job performance through perceived external prestige and organizational identification. In addition, various types of employee HR attributions (i.e., employee well‐being, employee exploitation, and industry HR attribution) significantly moderates the relationship between SRHRM and perceived external prestige in different ways. These findings expand our understanding of the relationship between SRHRM and employee job performance and the role of employee HR attributions in complementing or supplementing such relationships.

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PurposeThis study, based on motivated information processing theory and theories of leadership (contingency and functional), investigates how servant leadership (SL) could be an effective leadership style for employee creative deviance engagement (CDE) to foster radical (RC) and incremental creativity (IC) in two different goal-oriented organizations: learning (LGO) and performance (PGO) goal-oriented organizations.Design/methodology/approachThis study employed descriptive and comparative approaches and surveyed two sources (leaders and team members). Using multi-source data involving 486 LGO-based and 498 PGO-based employee–supervisor dyads from 104 LGO-based and 104 PGO-based high-tech firms in China, the authors distinguish comparative support for assumed hypotheses by using the Monte Carlo simulation technique for the indirect effects and Mplus for multilevel path analysis.FindingsThe study outcomes found that SL transmits the effects of employee CDE directly and nurtures RC and IC indirectly. It identified that an organization's LGO strengthens the direct and indirect relationships between SL and creativity via employee's CDE when the organization's LGO is high. However, an organization's PGO strengthens the direct relationship when it's low and strengthens the indirect link between SL and IC when it's high. In addition, the organization's PGO demonstrated an insignificant effect on the indirect relationship between SL and RC.Originality/valueThis study is the first to verify SL as the specific leadership style for responding employee's CDE and identify its distinctive effects on RC and IC. Additionally, there has been no effort to associate SL with employee's CDE for nurturing distinctive types of creativity under the different organizational dispositions (LGO and PGO).