The researchers studied how the dynamics around corporate social responsibility and how perceived organization support interlinks with it. The main purpose of the study was to find out if the extent of how socially responsible human resource management (SRHRM) affects employee work behavior and if corporate social responsibility could be affected by the relationship the above two factors in question had. The researchers conducted a thorough literature review in which the following subject categories were studied. The subject categories encompassed were: employees’ perceptions about CSR and the effect it had toward their job output and ultimately organization functionality (Jie ; John, 2016). The first hypothesis tested was if SRHRM would be positively related to employee organization identification, which I turn, would be positively initiate employee task performance. The second hypothesis was testing is SRHRM was positively related to employee organization identification, which in turn, would be positively to employee extra role helping behavior. The last hypothesis was testing if perceived organization support (POS) would be significantly related to organization identification as well as moderate relationship between SRHRM and employee organization identification such that higher levels of POS are associated with higher levels of employee organization identification.
The methods used were both quantitative and qualitative analyses. First of all the researchers formulated a word methodology of obtaining the first data, they then ran the data in a statistics program to give out the final information which they compared and contrasted it with previous researches on the same topic. This was in a bid to see if the times and dynamics of the whole phenomenon of corporate social responsibility and the bearing it holds on workers had changed; and if so, to what extent. The result obtained from the whole research proved that SRHRM positively related to employee organization identification that in turn motivated employee to enhance his extra role helping behavior (Jie ; John, 2016). The last finding also proved the fact that POS directly affected and determined the employee identification towards the organization. There were three limitations to this research. First the research over relied on data analyzed by previous researchers on the same topic, this made them have three hypotheses thus making the conclusion complex. There was no confidentiality of the information passed and that is why only 44% of the selected workers finished the questionnaire. The third limitation was the analyses lacked psychological touch; how sure were the researchers that the remarks from peers and supervisors were not biased. The researchers would have used a much simpler method to gather the data. That would have motivated more employees to take part in the research.


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