Enhancing employees' work performance: A study on socially responsible human resource management, leader's vision, employees' well-being and work engagement

Abstract

Reason for choosing the research topic: Promoting organizations to practice social responsibility through socially responsible human resource management is an effective way to ensure sustainability. However, when implementing CSR, employees take on more responsibilities beyond their roles; it is necessary to improve processes and human resource policies to avoid negative impacts on work results and employee morale. Therefore, learning more about socially responsible human resource management (SR-HRM) is essential. This method combines HRM and CSR to benefit society and the environment, besides affecting employees’ work engagement, well-being and performance. Research objectives: This study aims to examine and evaluate factors such as SR-HRM, employees’ work engagement, employees’ well-being, and leader’s vision of employees’ work performance based on Social Exchange Theory. Research method: Combining qualitative and quantitative research through two stages of preliminary and formal study to solve the research problem. Research results: SR-HRM has a direct impact on employees’ work performance, employees’ work engagement and well-being. The thesis also found the mediating role of employees’ work engagement and well-being in the relationship between SR-HRM and employees’ work performance. In addition, the thesis found the moderating role of a leader’s vision. Finally, there is a difference between men and women in the relationship between SR-HRM and employees’ work performance. Conclusion and implications: The research results motivate businesses to practice increasing the promotion of beneficial policies such as SR-HRM, thereby affecting employees’ work performance, employees’ work engagement and wellbeing. In addition, it also highlights the role of a leader’s vision in the organization