Socially Responsible Human Resource Management and Employee Moral Voice: Based on the Self-determination Theory

Behind the frequent occurrence of business scandals, it is often the silence and connivance of organizational immorality. Moral voice, a kind of employee active moral behavior, inhibits and prevents the organizational unethical phenomenon. Some researchers have sought to explore how to arouse employ...

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Bibliographic Details
Published inJournal of business ethics Vol. 183; no. 3; pp. 929 - 946
Main Authors Zhao, Hongdan, Chen, Yuanhua, Liu, Weiwei
Format Journal Article
LanguageEnglish
Published Dordrecht Springer Netherlands 01.03.2023
Springer Nature B.V
Subjects
Business and Management
Business Ethics
Education
Employee behavior
Employees
Ethics
Human resource management
Human resources management
Leadership
Management
Morality
Motivation
Original Paper
Philosophy
Quality of Life Research
Research methodology
Resource management
Scandals
Self determination
Social responsibility
Controlled motivation
Moral voice
Autonomous motivation
SRHRM
Person–organization value fit
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Summary:Behind the frequent occurrence of business scandals, it is often the silence and connivance of organizational immorality. Moral voice, a kind of employee active moral behavior, inhibits and prevents the organizational unethical phenomenon. Some researchers have sought to explore how to arouse employee moral voice. However, the limited studies mainly investigated the antecedents of leadership styles, ignoring the impact of the organizational factor on moral voice. Based on the self-determination theory, the current study constructs a theoretical model about how socially responsible human resource management (SRHRM) affects employee moral voice via autonomous motivation and controlled motivation and further considering the moderating role of person–organization value fit. From a two-stage research method and the analysis of 260 valid data, we found that SRHRM promoted employee moral voice and this positive linkage was mediated by autonomous motivation but not by controlled motivation. Besides, the findings also revealed that person–organization fit moderated the indirect influences of SRHRM on moral voice via autonomous motivation, such that the indirect influence was stronger for a high level of person–organization value fit than the low level of person–organization value fit. Some theoretical and practical implications also be discussed.
ISSN:0167-4544
1573-0697
DOI:10.1007/s10551-022-05082-5