Zhao, Xinkuan; Chu ipa ana, Ni achon; Mohd-Shamsudin, Fa idahwa i
A icle
Socially esponsible human esou ce managemen and employee
inno a ion pe o mance: he oles o pe son-o ganiza ion i , wo k
engagemen and indi idualism o ien a ion
Cogen Business & Managemen
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Socially esponsible human esou ce managemen and employee inno a ion pe o mance: he
oles o pe son-o ganiza ion i , wo k engagemen and indi idualism o ien a ion, Cogen Business
& Managemen , ISSN 2331-1975, Taylo & F ancis, Abingdon, Vol. 11, Iss. 1, pp. 1-20,
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Socially esponsible human esou ce
managemen and employee inno a ion
pe o mance: he oles o pe son-o ganiza ion fi ,
wo k engagemen and indi idualism o ien a ion
Xinkuan Zhao, Ni achon Chu ipa ana & Fa idahwa i Mohd-Shamsudin
To ci e his a icle: Xinkuan Zhao, Ni achon Chu ipa ana & Fa idahwa i Mohd-
Shamsudin (2024) Socially esponsible human esou ce managemen and employee
inno a ion pe o mance: he oles o pe son-o ganiza ion fi , wo k engagemen
and indi idualism o ien a ion, Cogen Business & Managemen , 11:1, 2424483, DOI:
10.1080/23311975.2024.2424483
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ManageMen | ReseaRch aR icle
Cogen Business & ManageMen
2024, VoL. 11, no. 1, 2424483
Socially esponsible human esou ce managemen and employee
inno a ion pe o mance: he oles o pe son-o ganiza ion i , wo k
engagemen and indi idualism o ien a ion
Xinkuan Zhaoa,b , ni achon chu ipa anac,d and Fa idahwa i Mohd-shamsudine
aCollege o g adua e s udies, Walailak uni e si y, nakhon si hamma a , hailand; bZhuhai Ci y Poly echnic, Zhuhai, China;
cDepa men o Communi y Public Heal h, school o Public Heal h, Walailak uni e si y, nakhon si hamma a , hailand;
dexcellen Cen e o Dengue and Communi y Public Heal h (e.C. o DaCH), school o Public Heal h, Walailak uni e si y,
nakhon si hamma a , hailand; eCollege o Business adminis a ion, uni e si y o sha jah, sha jah, uni ed a ab emi a es
ABSTRACT
employee inno a ion pe o mance (eiP) enhances compe i i eness among high- ech
en e p ises, and socially esponsible human esou ce managemen (sRhRM) is ga ne ing
inc easing a en ion. in eg a ing co po a e social esponsibili y, sRhRM shapes
employees’ a i udes and beha io s. his s udy builds upon he pe son-en i onmen i
heo y o p opose and alida e a mode a ed se ial media ion model, aiming o un eil
he in ica e in luence mechanism o sRhRM on eiP. he esea ch sc u inizes he
ela ionship h ough c oss-sec ional da a de i ed om a ques ionnai e su ey in ol ing
440 employees in high- ech en e p ises in china. he indings e eal ha , di ec ly as
well as indi ec ly, sRhRM a ec s employees inno a ion pe o mance. indi ec in luence
occu s h ough indi idual media ion due o pe son-o ganiza ion i (P-O i ) and wo k
engagemen (We) o h ough hei sequen ial media ion. concu en ly, he s udy
highligh s ha indi idualism o ien a ion (iO) in luences bo h he ela ionship be ween
P-O i and We and he se ial media ion p ocess in ol ing sRhRM and eiP. Wi h a s ong
iO, he posi i e associa ion be ween P-O i and We, as well as he se ial media ion pa h
be ween sRhRM and eiP, becomes mo e p onounced. he s udy adds knowledge
conce ning sRhRM’s ela ion o inno a ion because i highligh s signi icance o P-O i
as well as We in in luencing employee inno a ion wi hin he ealm o sRhRM, while
also unde sco ing he dis inc i e ole played by indi idual cul u al alues.
1. In oduc ion
as china’s economy ansi ions in o a new phase o high-quali y de elopmen amids he g adual decel-
e a ion o apid economic g ow h, he e is an inc easing ocus on implemen ing an inno a ion-d i en
s a egy o acili a e economic s uc u al ans o ma ion. a key s a ing poin in his endea o is suppo -
ing en e p ises o s eng hen hei inno a ion capaci y, which ca alyzes ma ke i ali y, bols e s de elop-
men al momen um and nu u es high-quali y de elopmen (liu e al., 2020; salike e al., 2022). inno a ion’s
signi icance o high- ech en e p ises o gain compe i i e ad an ages is widely ecognized in china,
whe e hese en e p ises a e conside ed he p ima y d i e s o echnological ad ancemen (Kim
e al., 2015).
howe e , e idence sugges s ha he p og ess owa d inno a ion in china is s ill lagging behind many
de eloped coun ies despi e he a ious go e nmen suppo in his a ea (li e al., 2020). On Wo ld
in ellec ual P ope y O ganiza ion’s (WiPO) global inno a ion index 2023 (WiPO, 2023), china anks 12 h,
behind majo de eloped economies including he Us, UK, F ance and ge many. he esea ch p oblem
highligh ed is he appa en gap be ween chinese en e p ises’ signi ican esea ch and de elopmen
© 2024 he au ho (s). Published by in o ma uK Limi ed, ading as aylo & F ancis g oup
CONTACT ni achon Chu ipa ana [email p o ec ed]. h Depa men o Communi y Public Heal h, school o Public Heal h, Walailak
uni e si y, nakhon si hamma a 80161, hailand
his a icle has been co ec ed wi h mino changes. hese changes do no impac he academic con en o he a icle.
h ps://doi.o g/10.1080/23311975.2024.2424483
his is an open access a icle dis ibu ed unde he e ms o he C ea i e Commons a ibu ion License (h p://c ea i ecommons.o g/licenses/by/4.0/), which
pe mi s un es ic ed use, dis ibu ion, and ep oduc ion in any medium, p o ided he o iginal wo k is p ope ly ci ed. he e ms on which his a icle has been
published allow he pos ing o he accep ed Manusc ip in a eposi o y by he au ho (s) o wi h hei consen .
ARTICLE HISTORY
Recei ed 2 July 2024
Re ised 24 Oc obe 2024
accep ed 28 Oc obe
2024
KEYWORDS
sRhRM; employee
inno a ion pe o mance;
pe son-o ganiza ion i ;
wo k engagemen ;
indi idualism o ien a ion
SUBJECTS
human Resou ce
Managemen ; inno a ion
Managemen ; co po a e
social Responsibili y &
Business e hics; co po a e
social Responsibili y;
Managemen &
O ganiza ion
2 X. ZhaO e al.
(R&D) in es men s and hei ac ual inno a ion pe o mance, despi e se en een chinese companies being
among he op R&D in es o s. indus ial R&D in es men sco eboa d, only i e chinese companies a e
ecognized on cla i a e’s op 100 global inno a o s (cla i a e, 2024) lis , sugges ing a disc epancy
be ween in es men in inno a ion and ecognized inno a i e ou comes. he e idence implies an unde -
lying issue wi h employee inno a ion pe o mance (eiP), a co e componen in de eloping i ms’ inno a-
ion capabili ies o ans o m hei business models (alMulhim, 2021; li & hsu, 2016; liu e al., 2017). eiP
also plays a pi o al ole in p o iding sus ained compe i i e ad an ages o o ganiza ions ( u ó e al.,
2014). as employees a e he c ucial agen s who inno a e by gene a ing and implemen ing ideas gene -
a ion (Kes ing & Ulhøi, 2010; smi h e al., 2012), examining d i e s o eiP is essen ial o business com-
pe i i eness and sus ainabili y.
P e ious esea ch has es ablished a connec ion be ween di e en ypes o hRM p ac ices and employee
inno a ion (Bos-nehles & Veenendaal, 2019; chand & amba da , 2020; Dong & Zhong, 2021; le & le,
2023). howe e , in oday’s business landscape, whe e o ganiza ions a e inc easingly p essu ed o be
socially and e hically esponsible, implemen ing sus ainabili y-in eg a ed p ac ices is becoming he indus-
y no m (Rezaee, 2017). Wi h he in eg a ion o co po a e social esponsibili y (csR) p inciples in o s an-
da d hR p ac ices (Omidi & Dal Zo o, 2022), socially esponsible human esou ce managemen (sRhRM)
p ac ices, such as equi able ea men , e hical beha io and communi y engagemen , can enhance
employees’ sense o belonging and pu pose wi hin he o ganiza ion, hus encou aging hei engagemen
in inno a i e beha io s. While he bene i s o socially esponsible p ac ices on o ganiza ional ou comes
a e well-documen ed (Ma inuzzi & K umay, 2013; Valmohammadi, 2014), limi ed esea ch speci ically
links sRhRM o eiP. Mos s udies ha e ocused on gene al csR p ac ices a he han he speci ic ole o
hRM in os e ing inno a ion (Zhou e al., 2020). Focusing on he pos ula ed linkage be ween sRhRM and
eiP, ou esea ch is guided by heo y conce ning pe son-en i onmen i (P-e i ; K is o -B own e al.,
2005), which pos ula es ha indi idual pe o mance is a unc ion o alignmen and cong uence be ween
indi idual disposi ion and he (wo k/o ganiza ion) en i onmen . Fo sRhRM con ex s, he heo y sugges s
ha when an o ganiza ion p esen s sRhRM in alignmen wi h he alues and expec a ions o i s employ-
ees, i c ea es a suppo i e en i onmen ha os e s employee well-being, engagemen and mo i a ion
(edwa ds & shipp, 2007).
he black-box na a i e in he hRM li e a u e desc ibes managemen ac ions as indi ec ly a ec ing
employees’ ou comes; i emphasizes he need o examine he ele an mechanisms unde lying he link
(la o e e al., 2016; akeuchi & akeuchi, 2013). Following his na a i e and P-e i heo y, we in oduce
wo se ial media o s in ou model: pe son-o ganiza ion i (P-O i ) and wo k engagemen (We). Whe e
hRM p ac ices enhance employee wo k ou comes, employee-o ganiza ion compa ibili y and employees’
posi i e psychological s a es play c ucial oles (abo amadan, 2022; Be n , 2016; Mos a a & gould-Williams,
2014; Wang e al., 2023; Zhao e al., 2021). he e o e, we chose P-O i and employee engagemen ,
shown o be ela ed o indi idual-le el inno a ion (a sa e al., 2015; cheng e al., 2020; sa i e al., 2021)
as wo media o s. Fu he mo e, since he link be ween sRhRM and eiP is no s aigh o wa d bu com-
plex, we ollow MacKinnon e al. (2012), who sugges ed ha in complex ela ionships whe e changes in
one media o may in luence ano he , esea che s should explo e sequen ial media ion ela ionships o
unde s and he nomological pa hways be ween all a iables be e . We pos ula e ha he e ec o
sRhRM on eiP will mani es whe e wo ke s eel hey hold alues ha a e cong uen wi h hei wo k-
place’s due o implemen ed sRhRM policies o p ac ices, enhancing hei We. engaged employees a e
likely o demons a e inno a i e wo k pe o mance as a esul .
s udies ha e shown ha We a ies ac oss cul u al o ien a ions (aman e al., 2023). Wo ke s s ongly
o ien ed owa d indi idualism show g ea e likelihood o engage in wo k which allows hem o exp ess
hei indi iduali y, pu sue pe sonal goals and achie e pe sonal success. hei We is o en d i en by pe -
sonal achie emen and au onomy (hu e al., 2014). howe e , hose low on indi idualism (p e e ing col-
lec i ism) o ien a ion may ind highe We in collabo a i e en i onmen s whe e hey can wo k owa d
g oup goals and eel a sense o belonging and communi y (eby & Dobbins, 1997). Despi e china being
a p edominan ly collec i is socie y, cul u al o ien a ions in his coun y a e no monoli hic, as indi iduals
may exhibi a ying deg ees o bo h collec i ism and indi idualism, as shown by he li e a u e (cai e al.,
2014; Kwon, 2012; Wong, 2001; Xiao & sui, 2007). e idence sugges s a signi ican in luence o indi idu-
alism o ien a ion (iO) on inno a ion (chas on, 2009; saldanha e al., 2021; ajeddini & ueman, 2012).
cOgen BUsiness & ManageMen 3
Ou s udy aims o eplica e and alida e his inding u he in a p edominan ly collec i is socie y, such
as china, since pas s udies ha e been conduc ed p ima ily on indi idualis ic socie ies. hence, we spec-
ula e ha iO is likely o in luence he connec ion be ween P-O i and We, as employees will engage
mo e a wo k when hey emb ace an iO, d i ing hem o be inno a i e.
gi en hese gaps, we aimed o h ee objec i es: (a) examining sRhRM’s impac conce ning eiP, (b)
in es iga ing se ial psychological p ocesses conce ning P-O i as well as employee engagemen and (c)
assessing iO in mode a ing impac s due o P-O i and employee engagemen .
Ou s udy en iches he li e a u e on eiP in a ious ways. Fi s ly, we add ess he o en o e looked
impac o hRM p ac ices in a socially esponsible way on employee beha io , pa icula ly eiP. Yassin and
Beckmann (2024) emphasize he need o explo e new inno a ion- ela ed employee beha io al ou comes
by conside ing csR-in eg a ed p ac ices. secondly, ollowing he heo y o P-e i , we en ich he li e a u e
on eiP by p oposing a se ial model ha elucida es he psychological p ocesses and mechanisms om
sRhRM p ac ices o indi idual inno a ion. ea lie esea ch p edominan ly assessed ac o s wi h in luences
on employee inno a ion, based ei he on o ganiza ional en i onmen o on indi idual le el (P a oom &
sa a somboon, 2012; sa ooghi e al., 2015; Zennouche e al., 2014). Full ocus has ye o be gi en on
p edic i e alue in he alignmen be ween hese wo ac o s on employee inno a ion. Fo his eason,
we aimed a enhancing ou unde s anding conce ning eiP, in eg a ing sRhRM, P-O i and We in o a
amewo k.
2. Re iew o li e a u e and hypo hesis de elopmen
2.1. EIP and SRHRM
sRhRM is a concep s ongly g ounded in csR (Bombiak & Ma ciniuk-Kluska, 2019), a c ucial app oach
o o ganiza ions o each long- e m goals and achie e sus ainable de elopmen (ca oll, 1998; Po e &
K ame , 2002). O li zky and swanson (2006) i s in oduced sRhRM as a solu ion o ansla ing csR in o
business ope a ions. ca ying a sense o socially esponsible managemen (shao e al., 2019), sRhRM is
conside ed a signi ican aspec when i comes o csR p ac ices aimed a engaging o sa is ying he
needs o employees and hei amilies. since employees a e conside ed o be he main s akeholde s
(abdelmo aleb & saha, 2020; shen & Benson, 2016), he sRhRM p ac ices a e ca ied ou o c ea e alue
o hem, which goes in o mo e han economic o legal ansac ions (Ba ena-Ma inez e al., 2018). he
p ac ices include p o iding employees wi h a sa e wo k en i onmen , o e ing sala ies ha exceed legal
minimums, suppo ing hei wo k/li e balance (shen & Benson, 2016; shen & Zhu, 2011) while ea ing
hem ai ly and bene olen ly. sRhRM also pays close a en ion o equali y and ai ness in he wo kplace,
p o iding employees wi h o ganiza ional suppo and jus ice (shen & Zhu, 2011). his includes o e ing
equal de elopmen oppo uni ies, p o iding imely eedback on job pe o mance and emphasizing dem-
oc a ic wo kplaces whe e employees pa icipa e in decision-making h ough sha ed powe (shen &
Benson, 2016; shen & Zhu, 2011). in addi ion, sRhRM has a b oade ocus aimed a de eloping
well- ounded indi iduals in hei p o essional oles bu also esponsible and engaged membe s o soci-
e y. his signi ican ly di e s om adi ional hRM p ac ices ha ocus on accomplishing p o essional oles.
Due o i s ole in suppo ing he sus ainabili y goals o o ganiza ions, s udies in es iga ing sRhRM as
i impac s wo k ou comes (abdelmo aleb & saha, 2020; Kundu & gahlawa , 2015; shao e al., 2019; shen
& Benson, 2016; shen & Zhu, 2011) ha e bu geoned. We add o his co pus o da a h ough conside ing
eiP, as ano he po en ial wo k ou come. employees’ inno a ion is unde s ood in e ms o hei engage-
men in gene a ing, implemen ing and p omo ing new ideas o bene i he wo kplace (Janssen & Van
Ype en, 2004).
in hRM s udies, hRM p ac ices a e unde s ood as in luencing employees’ wo k disposi ions because
hey os e suppo as well as a conduci e wo kplace, p omo ing employees’ engagemen and posi i e
beha io (emmanuel, 2021; Ma P ie o & Pe ez-san ana, 2014; snape & Redman, 2010). Using he same
logic, we an icipa e sRhRM p ac ices o d i e employees’ inno a i e beha io . embedded wi h he idea
o social esponsibili y, hRM is equen ly seen as he ‘gua dian o e hics’ in he wo kplace (sanjaya e al.,
2018; shao e al., 2019). he sRhRM p ac ices can, he e o e, cul i a e a conduci e wo k cul u e, d i ing
employees o engage in inno a i e beha io . Fo ins ance, h ough sRhRM p ac ices, a di e se and
4 X. ZhaO e al.
inclusi e wo kplace whe e equal oppo uni ies o all employees a e upheld. in such a wo kplace, he
di e si y o iewpoin s, expe iences, and ideas is encou aged and p omo ed, so each employee can show
c ea i i y and be inno a i e on he job as hey eel hei con ibu ion is alued and ecognized. s udies
ha e shown ha such a wo k cul u e os e s employees’ posi i e wo k ou comes (Pless & Maak, 2004).
Based on hese a gumen s, we hypo hesize:
H1. sRhRM posi i ely impac s eiP.
2.2. SRHRM, P-O i and EIP
K is o (1996) desc ibed P-O i in e ms o a pe son–o ganiza ion ma ch, a cons uc which has wi -
nessed su ging cu iosi y because i plays a cen al ole in a ious s a egic hRM p ac ices and i s impac
on employees’ posi i e a i udes owa d wo k and beha io al ou comes (ama neh & Mu hu eloo, 2020;
Fa ooqui & nagend a, 2014; Kaka e al., 2019). speci ically, p io esea ch has assigned posi i e in luence
o P-O i when i comes o employees’ inno a ion pe o mance, inno a i e wo k beha io and employee
c ea i i y (a sa & Badi , 2016; sa aç e al., 2014; Wu & Wu, 2017).
consis en wi h P-e i , which pos ula es an alignmen o pe sonal disposi ions wi h he wo k en i on-
men d i ing indi idual pe o mance (chen & Ma hieu, 2008; Yu, 2013), employees who ega d e hical
conduc and social esponsibili y a e likely o pe cei e ha hei belie s align wi h hei o ganiza ions’
because sRhRM p ac ices suppo hei alues and pe spec i es (shen & Benson, 2016). Fo ins ance,
h ough socially esponsible hi ing, o ganiza ions hi e employees wi h s ong wo k e hics and alue
social esponsibili y. employees wi h such alues a e likely o eel ha hey a e in he ‘co ec ’ place o
wo k, belong o and iden i y wi h he o ganiza ion, d i ing wo ke s’ inno a ion. essen ially, employees
pe cei e he sRhRM p ac ices as a key o ganiza ional suppo ha ein o ces hei wo k alues, enabling
hem o pe o m inno a i ely o suppo o ganiza ional goals. e idence sugges s ha employees will
pe o m in a wo k en i onmen ha suppo s and is in ha mony wi h hei wo k alues (abdelmo aleb
& saha, 2020; Rawshdeh e al., 2019; Woj czuk- u ek, 2015).
acco dingly, we hypo hesize:
H2. P-O i media es posi i e ela ionship o sRhRM owa d eiP.
2.3. SRHRM, WE and EIP
schau eli e al. (2006) de ined We in e ms o posi i i y and ul illmen in ela ion o wo k. Vigo , abso p-
ion and dedica ion e lec ing employees’ eeling connec ed, hei willingness o in es hemsel es when
i comes o he asks and goals a wo k. employees wi h engagemen exhibi inc eased mo i a ion and
ocus as well as commi men o hei asks and hei o ganiza ion’s o e all goals. in ecen yea s, We has
gained conside able a en ion as a media o be ween posi i e ou comes in he wo kplace and a ious
an eceden s o hRM (guan & F enkel, 2018). he popula i y o We can be a ibu ed o i s high co ela-
ion wi h impo an employees, eam and o ganiza ional ou comes (sonnen ag, 2017).
since sRhRM ocuses on c ea ing alue o employees by p o iding p ac ices beyond he economic
and legal domains (Ba ena-Ma inez e al., 2018), employees will p obably show engagemen in hei
wo k. h ough such p ac ices whe e he wo ke s expe ience ai ea men , gi en equal oppo uni ies,
espec ed and ecognized, hey will be mo i a ed and encou aged abou making indi idual e o s, and
spending ime, in accomplishing hei job pe o mance. s udies ound engagemen among wo ke s leads
o disc e iona y e o in es men s and inc eased in insic mo i a ion as hey ac i ely seek inno a i e
solu ions o wo k- ela ed challenges (gichohi, 2014; Reijsege e al., 2017; shuck e al., 2011). hey a e
also mo e likely o help colleagues and su pass hei ini ial goals, con ibu ing o a ious posi i e
indi idual-le el pe o mance ou comes (Bakke , 2010; Deme ou i e al., 2015; gup a e al., 2017). hus, we
posi ha :
H3. We has a media ing e ec on posi i e ela ions o sRhRM wi h eiP.
cOgen BUsiness & ManageMen 5
2.4. SRHRM, P-O i , EIP and WE
hus a , ou a icle has a gued how and why sRhRM a ec s eiP using sepa a e media ions. consis en
wi h he black-box na a i e ha e ec s on wo k ou comes due o o ganiza ional app oaches such as
sRhRM a e complex and indi ec and ha changes in one media o may in luence ano he (MacKinnon
e al., 2012), he e a e g ounds o suspec he p esence o a se ial media ion e ec in ol ing P-O i and
We. he exis ing li e a u e indica es he ollowing possibili y: P-O i indi ec ly media es eiP by in luenc-
ing We, because people pe cei ing hey i well in he wo kplace show g ea e disposi ion o be engaged
and display inno a i e beha io (a sa e al., 2018; Bha a ai & Budha hoki, 2023). addi ionally, We di ec ly
media es eiP, as engaged employees ha e a g ea e endency o show highe le els o inno a ion pe -
o mance (cheng e al., 2020).
se ial media ion is possible wi h he heo e ical guidance due o P-e i ; he heo y sugges s an align-
men be ween pe sonal i in a wo k en i onmen can d i e indi idual pe o mance (edwa ds & shipp,
2007). hence, we specula e ha employees engage in inno a i e pe o mance because he sRhRM p ac-
ices enhance hei i pe cep ion, enhancing hei We and, subsequen ly, d i ing hem o demons a e
inno a i e job pe o mance. acco dingly:
H4. P-O i and We se ially media e a posi i e ela ion o sRhRM o eiP.
2.5. IO as mode a o
cul u e o ien a ion, c ucial o wo k- ela ed coping wi h s ess in he i be ween pe son and en i onmen
(laza us & Folkman, 1984), has a ole in ela ing wo ke s’ P-e i wi h employee engagemen . indi idualism/
collec i ism o ien a ion, also known as he indi idualism-collec i ism cul u al dimension, e e s o an
indi idual’s o a socie y’s inclina ion owa d ei he indi idualis ic o collec i is alues and beha io s
(ho s ede, 1991). he con inuum om indi idualism o collec i ism implies ha emb acing indi idualis ic
endencies en ails a ejec ion o collec i ism (cha les, 2010; Duan e al., 2008; F eeman & Bo dia, 2001).
ne e heless, we ejec his singula , bipola cons uc and accep he idea ha a cul u al o ien a ion is
no monoli hic, as indi iduals may exhibi a ying deg ees o bo h collec i ism and indi idualism in a
collec i is socie y (cai e al., 2014; Kwon, 2012; Wong, 2021; Xiao & sui, 2007). consis en ly, we app oach
iO in an indi idual- a ge ed analysis, implying a ia ion in pe sonal o ien a ion. employees wi h a s ong
iO emphasize pe sonal goals, au onomy and sel - eliance, p io i izing indi idual needs and desi es o e
g oup in e es s (ho s ede, 2011; Pian e al., 2019).
iO can signi ican ly in luence wo k alues and a i udes (Kim, 2020). indi iduals wi h high iO, iewing
hemsel es as independen o collec i es, a e p ima ily mo i a ed by hei own p e e ences and needs.
e idence sugges s a signi ican in luence o iO on inno a ion (chas on, 2009; ajeddini & ueman, 2012).
We posi ha employees wi h a s onge iO will likely engage mo e in hei wo k o deli e inno a i e
pe o mance because sRhRM p ac ices allow hem o be sel - elian and achie e pe sonal goals, au on-
omy and needs.
speci ically, aised iO aises indi idual employees’ pe cep ions o i , d i ing hem owa d mo e engage-
men and inno a ion. his is because sRhRM p ac ices ha emphasize pe sonal de elopmen , e hical
beha io and indi idual ecogni ion esona e mo e wi h employees wi h high iO, enhancing pe cei ed
o ganiza ional alignmen . con e sely, wo ke s wi h low iO migh p io i ize g oup goals and in e depen-
dence, and hey may pe cei e a lowe i wi h sRhRM p ac ices cen e ed on indi idual achie emen s and
au onomy. his pe cei ed mis i can educe hei We and, consequen ly, hei inno a i e pe o -
mance. hence:
H5. iO mode a es posi i e linkage o P-O i wi h We whe e g ea e iO in ensi ies posi i e ela ion.
in eg a ing (1) he concep ha he ela ionship be ween P-O i and We is mode a ed by iO (h5) and
(2) he sequen ial media ion e ec s o P-O i and We in he sRhRM-eiP ela ionship (h4) sugges s ha
iO in luences he en i e se ial media ion p ocess. his app oach p o ides a mo e de ailed examina ion o
iO’s ole h oughou he sequence. acco dingly, he ollowing hypo hesis is p oposed: iO mode a es he
6 X. ZhaO e al.
e ec o sRhRM on eiP h ough he sequen ial media ion o P-O i and We, wi h he posi i e indi ec
e ec being mo e p onounced a highe le els o he mode a o .
H6. iO mode a es he se ial e ec o sRhRM on eiP ia P-O i and We, such ha he indi ec posi i e e ec
is s onge a highe iO le els.
Figu e 1 illus a es pos ula ed links be ween he a iables.
3. Me hod
3.1. Pa icipan s and p ocedu e
h ough online su eys we collec ed da a on wo ke s a high- ech en e p ises a ound Zhuhai, guangdong,
china. Zhuhai was chosen because i is one o he i s ou special economic zones es ablished in china.
i has 2075 high- ech en e p ises, p ima ily in sma home appliances. Using pe sonal and p o essional
ne wo ks, one o he esea che s go app o al om 10 companies o conduc he s udy a e being old
abou ou esea ch goals h ough discussions on he s udy’s ac ual implemen a ion. Due o he compa-
nies’ p e e ence o elec onic means, online su eys we e used. he websi e o www.wjx.cn, china’s la g-
es p o essional ques ionnai e su ey pla o m, was employed o design he online ques ionnai e. he
su ey was accessible on bo h compu e s and mobile phones h ough linked URl as well as a QR code.
gi en access o he employees’ con ac in o ma ion, he URl link o QR code was dis ibu ed ia email
o Wecha , wi h he la e being a widely used me hod in china. he su ey included an in oduc ion
in e ace whe e pa icipan s could lea n abou he pu pose, po en ial use o he da a, and olun a y and
anonymi y s a emen s. Pa icipan s we e equi ed o click a bu on on he in oduc ion in e ace o indi-
ca e hei ag eemen and willingness o con inued pa icipa ion. hus, each pa icipan ga e in o med
consen in w i ing. howe e , we also old hem hey could wi hd aw any ime du ing he su ey wi hou
any consequences. all hese p o ocols a e necessa y o minimize he me hodological bias associa ed wi h
su eys (g o es e al., 2009).
o u he mi iga e any bias, he online ques ionnai e was p esen ed using block o m whe e one
block o i ems ep esen s a a iable. he pa icipan s would mo e o he nex block a e hey had com-
ple ed all i ems wi hin he block. hey would be no i ied i hey missed any i ems which p e en ed hem
om mo ing o he nex block. he online su eys we e conduc ed in chinese. howe e , he
back- ansla ion p ocedu e was ca ied ou as a check ha he ansla ed chinese e sion was equi alen
o he english o iginal (B islin, 1970). he s udy was app o ed by he e hics commi ee o Walailak
Uni e si y (app o al no. WUec-23-292-01), ensu ing adhe ence o he guidelines ou lined in he
Decla a ion o helsinki.
some 440 esponses, all alid, we e collec ed. he pa icipan s’ p o ile is as ollows: a majo i y (57.73%)
o pa icipan s we e men. hose who we e 25 yea s old and unde accoun ed o 19.95%, 26–35 accoun ed
o 37.27%, 36–45 accoun ed o 31.82% and o e 45 accoun ed o 12.95%. he pa icipan s we e highly
educa ed: he majo i y had a bachelo ’s o equi alen deg ee (65.45%), 13.86% had a mas e ’s deg ee o
equi alen , 3.64% held doc o a es; he es held seconda y school ce i ica es. in e ms o posi ion,
Figu e 1. he p oposed model.
cOgen BUsiness & ManageMen 7
44.77% we e echnicians and p o essionals, 8.41% we e in sales, 21.14% we e manage s, and he emain-
ing we e in o he posi ions.
3.2. Measu es
We adop ed es ablished ins umen s o measu emen o key cons uc s. he i ems, measu ed on a
i e-poin like scale, showed s ongly disag ee a 1 and s ongly disag ee a 5. appendix shows he lis
o i ems used.
3.2.1. SRHRM
Following shen and Benson (2016), six i ems measu ed his cons uc . wo sample i ems we e ‘my com-
pany p o ides adequa e csR aining o p omo e csR as a co e o ganiza ional alue’ and ‘my company
ela es employee social pe o mance in pe o mance app aisals.’ c onbach’s α was 0.90. he scale was
u ilized and alida ed in he chinese con ex by shao e al. (2019).
3.2.2. EIP
Following Janssen and Van Ype en (2004), nine i ems we e used o assessing eiP. he i ems ela ed o
gene a ing, p omo ing and ealizing ideas ac oss a wo kplace. Fo example, one i em held ha ‘c ea ing
new ideas o di icul issues (idea gene a ion).’ c onbach’s α was 0.98. We alida ed he scale by e e ing
o Wisse e al. (2015).
3.2.3. P-O i
Following Memon e al. (2018), we adap ed six i ems o measu emen o P-O i . One i em, o exam-
ple, was ‘i eally i his o ganiza ion.’ c onbach’s α was 0.93. he scale was alida ed by Memon
e al. (2018).
3.2.4. WE
Using he U ech Wo k engagemen scale, we measu ed We (schau eli e al., 2006). his well-es ablished
and widely used scale was sou ced om he li e a u e o he concep ’s ounde s. lu e al. (2014) showed
he cons uc had alidi y in chinese con ex s. an example om his ins umen was, ‘a my wo k, i eel
bu s ing wi h ene gy.’ c onbach’s α was 0.93.
3.2.5. IO
se en i ems measu ing iO we e adop ed om Van hoo and De Jong (2009). his ool was chosen
because i is a measu e alida ed by he li e a u e and has been alida ed in a chinese con ex (Kim,
2020; Yu, 2014). an example i em was ‘i am unique, di e en om o he s in many espec s.’ in Kim’s
(2020) s udy, c onbach’s α coe icien o his scale was0.779.
3.2.6. Con ol a iables
con ol measu es we e also included o age, gende , educa ion deg ee, job posi ion, du a ion o employ-
men and en e p ise owne ship. his conside a ion is essen ial because indi idual cha ac e is ics such as
gende , age, educa ion and du a ion o employmen can signi ican ly impac inno a ion in en ions and
pe cep ions o hRM p ac ices. Mo eo e , a ia ions in en e p ise owne ship can os e dis inc o ganiza-
ional cul u es, he eby in luencing employees’ unde s anding o inno a ion in di e en ways.
4. Resul s
4.1. Analysis
We used sPss 26 o calcula e how eliable measu emen s (such as c onbach’s α) we e, as well as o
pe o m desc ip i e s a is ical analysis like means o s anda d de ia ion (sD), common me hod bias
14 X. ZhaO e al.
Funding
no ex e nal unding.
Abou he au ho s
Xinkuan Zhao is a Ph.D. candida e in managemen a Walailak Uni e si y. his esea ch ocuses on hRM p ac ices,
wi h pa icula in e es s in socially esponsible hRM, employee engagemen and inno a ion pe o mance.
Ni achon Chu ipa ana is an associa e p o esso a Walailak Uni e si y’s school o Public heal h in hailand and a
lec u e a he g adua e school o Managemen . Wi h ex ensi e expe ience in academia and public heal h, she holds
deg ees in nu sing, heal h educa ion, beha io al sciences and human esou ce managemen . he esea ch ocuses
on hRM and beha io al sciences.
Fa idahwa i Mohd-Shamsudin is an associa e p o esso o managemen a he college o Business adminis a ion,
Uni e si y o sha jah, Uni ed a ab emi a es. she holds a Ph.D. in beha io in o ganiza ions om lancas e Uni e si y.
he esea ch in e es s include o ganiza ional misbeha io , human esou ce managemen p ac ices and nega i e lead-
e ship, wi h ex ensi e publica ions in hese a eas.
ORCID
Xinkuan Zhao h p://o cid.o g/0009-0007-2512-0788
ni achon chu ipa ana h p://o cid.o g/0000-0003-3295-5808
Fa idahwa i Mohd-shamsudin h p://o cid.o g/0000-0003-2854-6681
Da a a ailabili y s a emen
he da a ha suppo he indings o his s udy a e a ailable om he i s au ho , Xinkuan Zhao, upon easonable
eques .
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Appendix
Scale i ems
EIP
eiP1: i o en c ea e new ideas o imp o emen s.
eiP2: i o en Mobilize suppo o inno a i e ideas.
eiP3: i o en sea ch ou new wo king me hods, echniques o ins umen s.
eiP4: i o en acqui e app o al o inno a i e ideas.
eiP5: i o en ans o m inno a i e ideas in o use ul applica ions.
eiP6: i o en gene a e o iginal solu ions o p oblems.
eiP7: i o en in oduce inno a i e ideas in a sys ema ic way.
eiP8: i o en Make impo an o ganiza ional membe s en husias ic o inno a i e ideas.
eiP9: i o en ho oughly e alua e he applica ion o inno a e ideas.
20 X. ZhaO e al.
SRHRM
sRhRM1: My company conside s candida es’ gene al a i udes owa d csR in selec ion.
sRhRM2: My company uses aining o p omo e csR as an espoused o ganiza ional alue.
sRhRM3: My company p o ides csR aining o de elop employees’ skills in s akeholde engagemen and communica ion.
sRhRM4: My company conside s employee social pe o mance in p omo ions.
sRhRM5: My company conside s employee social pe o mance in pe o mance app aisals.
sRhRM6: My company ela es employee social pe o mance o ewa ds and compensa ion.
WE
We1: When i ge up in he mo ning, i eel like going o wo k.
We2: a my wo k, i eel bu s ing wi h ene gy.
We3: a my job i eel s ong and igo ous.
We4: My job inspi es me.
We5: i am en husias ic abou my job.
We6: i am p oud o he wo k ha i do.
We7: i ge ca ied away when i am wo king.
We8: i am imme sed in my wo k.
We9: i eel happy when i am wo king in ensely.
P-O i
P-O i 1: i eally i his o ganiza ion.
P-O i 2: i eel ha my pe sonal alues a e a good i wi h his o ganiza ion.
P-O i 3: My o ganiza ion mee s my majo needs well.
P-O i 4: My alues ma ch hose o cu en employees in his o ganiza ion.
P-O i 5: i ha e a ec ions and a ini y o his o ganiza ion.
P-O i 6: his o ganiza ion has he same alues as i do wi h ega d o conce n o o he s.
IO
iO1: i end o do my own hing, and o he s in my amily do he same.
iO2: i is impo an o me ha i pe o m be e han o he s on a ask.
iO3: i am unique, di e en om o he s in many espec s.
iO4: i alue my p i acy e y much.
iO5: i would a he wo k alone han do a g oup ask.
iO6: i like o li e my li e independen o o he s.
iO7: i i ha e a di icul pe sonal p oblem, i a he decide by mysel han consul wi h o he s.
