Perceived socially responsible-HRM on talent retention: The mediating effect of trust and motivation and the moderating effect of other-regarding value orientation

Abstract

IntroductionStudies have shown that there is a growing interest in corporate social responsibility (CSR) and talent management, and the identified links between their aspects. Thus, the current study examined the relationship between socially responsible human resource management (SRHRM)–identified as CSR strategies and practices directed at employees to underpin the effectiveness of CSR implementation–and talent retention. In addition, this study employed a mediation-moderation framework with employee attitude (motivation and trust) as a mediating variable and other-regarding value orientation (ORVO) as a moderating variable. Thus, the current study contributes to talent management and CSR current knowledge by analyzing the depth of the relationship by way of exploring the moderating and mediating process. It answers the “how” and “when” questions and explains the mechanism through which an organization can use its socially responsible HRM practices for retaining talented employees.MethodsA total of 418 people from the Klang Valley area in Malaysia participated in the study. The hypotheses in the study were tested using PLS structural equation modeling.ResultsThe results of the study showed that (a) perceived SRHRM was positively related to talent retention, (b) this relationship was partially mediated by the employee’s attitude (motivation and trust), and (c) ORVO did not moderate the relationship between perceived SRHRM and talent retention.DiscussionFurthermore, the study findings provide concrete and actionable recommendations on how to formulate and implement appropriate SRHRM policies and practices as they are not only essential for the successful implementation of external CSR programs but also essential for retaining talented employees and for improving their motivation and organizational trust.

DAMPAK LEADERSHIP & CORPORATE SOCIAL RESPOSIBILITY TERHADAP TALENT RETENTION DI INDUSTRI MANUFAKTUR

“…Pentingnya tanggung jawab sosial bermula dari masyarakat sebagai regulasi kelembagaan dan organisasi bisnis untuk meningkatkan citra publik dan meningkatkan profitabilitas (Rawshdeh et al, 2023). Faktanya, CSR adalah salah satu alat penting bagi organisasi bisnis untuk mendapatkan keunggulan kompetitif.…”

Going Beyond the Conventional Service Profit Chain Model

“…According to assumptions made on the SET and SIT, having a high level of ISQ reduces employee turnover by increasing the cost of leaving the organization and increasing the dependence of employees and commitment, along with obligation to the organization and a feeling of connection and attachment to a specific organization (Briggs et al, 2020; Jiang et al, 2012; Mitchell et al, 2001; Shaw et al, 2009). In this regard, Rawshdeh et al (2023) found out that when companies invest in HRM and ISQ programs, more retention will be secured for their talented employees. Saleem et al (2022) in their analysis of employee performance, concluded that employee performance and productivity form a key tool for securing competitiveness.…”

A humanistic model of corporate social responsibility in e-commerce with high-tech support in the artificial intelligence economy

“…The second measurement is qualitative; it is more complex, for it goes beyond the limits of the formal parameters of HRM. Here we speak of labor conditions—friendliness of personnel, unity of work teams, attentiveness and individual approach of the management to each employee, and comfort of workplaces (Chtioui et al, 2023 ; Rawshdeh et al, 2023 ). These conditions, in their totality, determine the opportunities for unlocking of human potential of the employees and their receiving satisfaction from labor; that is why, they have an important place in Maslow’s pyramid of needs (Vu, 2022 ).…”