Employee performance and socially responsible HR management: The mediating effects of organizational trust and work motivation

Abstract

This study aims to examine the influence of socially responsible human resource management (SRHRM) on employee performance, with a specific emphasis on the mediating roles of job motivation and organizational trust. The research employs a quantitative approach using data collected from a structured survey of 350 employees across various organizations. Structural equation modeling (SEM) was utilized to test the hypothesized relationships and mediation effects. The findings confirm that SRHRM positively impacts employee performance. Additionally, job motivation and organizational trust are identified as significant mediators, jointly explaining the mechanism through which SRHRM enhances performance. The results suggest that SRHRM does not merely influence performance directly but also operates indirectly by fostering higher levels of trust and motivation among employees. The study offers valuable managerial implications, encouraging organizations to adopt socially responsible HR practices. By nurturing a trustful and motivating work environment, businesses can enhance employee performance and contribute to long-term organizational success.