Socially responsible human resource management drives employees’ work meaningfulness and extra-role performance: an empirical study from Chinese enterprises

Purpose Sustainability is a vital priority for organizations seeking long-term success. To effectively advance sustainability goals, organizations must harness their workforce’s full potential by encouraging extra-role performance – behaviors that go beyond formal job requirements. This study aims to examine whether, how and when socially responsible human resource management (SR-HRM) affects extra-role performance. Design/methodology/approach Grounded in signaling theory, this study proposes that SR-HRM signals an organization’s commitment to social responsibility, fostering a heightened sense of work meaningfulness among employees, which subsequently enhances extra-role performance. This effect is expected to be stronger when employees attribute altruistic motives to SR-HRM, believing that these practices serve the greater good. Conversely, the effectiveness of SR-HRM diminishes when employees perceive SR-HRM’s motives as egoistic. Using three-wave, time-lagged data from 410 employees across various industries, this study tested the hypothesis. Findings The findings confirm that SR-HRM significantly enhances employees’ sense of work meaningfulness, leading to increased extra-role performance. This effect is more pronounced with altruistic attribution and lessened with egoistic attribution. Originality/value This study enriches the existing literature by exploring extra-role performance through the lens of organizational practices, with a particular focus on SR-HRM within the context of Chinese organizations. By demonstrating how SR-HRM functions as a strategic tool to enhance extra-role performance, the research highlights its potential to support sustainability goals that align with China’s unique socioeconomic landscape and government-led sustainability initiatives. The study offers theoretical contributions by extending the understanding of SR-HRM’s role in shaping employee behavior beyond formal roles in Chinese organizational settings. From a managerial perspective, it advocates for the broader integration of SR-HRM within HR practices in China, offering practical insights into its capacity to foster sustainable growth and contribute to the long-term success of organizations within the Chinese market.