Socially responsible human resource management and employee voluntary behaviors in hotels: The moderating effect of role conflict

As sustainability becomes a central concern in the global hospitality sector, socially responsible human resource management (SRHRM) has gained prominence as a vital research focus. Within organizations, SRHRM practices convey fairness, ethics, and social concern. Building on social identity theory, this study posits that employees who align with these values are more inclined to exhibit organizational citizenship behavior (OCB) and engage in volunteering. This positive influence is expected to be particularly pronounced among employees who perceive lower levels of role conflict. To test this notion, we conducted a cross-sectional survey using structured questionnaires and collected data from a convenience sample of 398 employees working in three-to five-star hotels across China. The proposed moderated mediation model was tested using Mplus 8. The results revealed that SRHRM indirectly promotes employee volunteering through OCB, with role conflict moderating this relationship. These findings extend the SRHRM literature by demonstrating that social identification with an organization’s responsible HR practices encourages prosocial behavior and by highlighting the moderating factor of role conflict in this dynamic. Moreover, this research contributes to the HRM literature by elucidating the psychological processes and contextual conditions that shape employee involvement in sustainability-driven initiatives within the hospitality sector. These insights also inform practice by highlighting the need to improve role clarity and strengthen supervisory support to enhance the effectiveness of SRHRM.