How socially responsible HRM improves job performance: The mediating roles of employee commitment and organizational citizenship behavior

Type of the article: Research ArticleAbstractThe emphasis on responsible business practices has increased interest in how socially responsible human resource management (SRHRM) shapes employee attitudes and behaviors. However, empirical evidence on how SRHRM contributes to employee job performance in emerging economies remains limited. This study examines the influence of SRHRM on job performance through employee commitment and organizational citizenship behavior (OCB). The analysis was conducted among full-time employees working in production, technical, and administrative positions in foreign direct investment (FDI) enterprises located in Vietnam’s Southern Key Economic Region. To ensure respondents had sufficient exposure to organizational HR practices, only employees with a minimum tenure of six months were included in the sample, consistent with recommendations that employees require adequate organizational experience to reliably evaluate HRM practices.A quantitative survey was administered from March to May 2025 using a structured questionnaire, yielding 868 valid responses collected through a stratified–convenience sampling approach. Structural equation modeling was applied to test the proposed relationships. The results show that SRHRM significantly enhances employee commitment (β = 0.579, p < 0.001) and OCB (β = 0.615, p < 0.001). Both mediators positively affect job performance, with employee commitment (β = 0.322) and OCB (β = 0.440) demonstrating meaningful contributions. Significant indirect effects were also observed via commitment (β = 0.187) and OCB (β = 0.271). The model explains 39.7% of the variance in job performance. These findings confirm the role of SRHRM in fostering positive employee attitudes and behaviors, thereby improving job performance in FDI enterprises operating in emerging markets.