Fostering constructive deviance with socially responsible human resource management: effects of role breadth self-efficacy and person–job fit

Purpose Grounded on the social cognitive theory, this study seeks to establish a theoretical framework delineating the predictive role of socially responsible human resource management (SRHRM) on constructive deviance through the psychological channel of role breadth self-efficacy. Moreover, we identify person–job fit as a critical boundary condition in the formation process of constructive deviance. Design/methodology/approach We conducted structural equation modeling to test the hypothesis with three-wave data from 332 hotel employees in central China. Findings Our results have acknowledged that SRHRM can cultivate constructive deviance through the mediation of role breadth self-efficacy. Additionally, role breadth self-efficacy, coupled with a high level of person-job fit, will increase individuals' tendencies to initiate constructive deviance. Practical implications SRHRM can be a valuable tool for hotel managers to promote constructive deviance by fostering employees' role breadth self-efficacy. Furthermore, to better unleash the effectiveness of SRHRM, hotel managers can enhance the fit between employees and their job. Originality/value Our research sheds light on the enabling effects of SRHRM on hotel employee constructive deviance through the unique psychological mediator of role breadth self-efficacy and the contingent impact of person–job fit.