Reducing unethical pro-organizational behavior by implementing socially responsible human resource management: the mediating role of perceived external prestige

Purpose Drawing on the conservation of resources (COR) and social cognitive theories (SCTs), this study aims to investigate the role of socially responsible human resource management (SRHRM) in reducing unethical pro-organizational behavior (UPB) through perceived external prestige (PEP). Design/methodology/approach The data were collected through three-wave surveys of 250 bank employees and their managers from eight banking institutions in Ho Chi Minh City. The research hypotheses were tested using covariance-based structural equation modeling (CB-SEM). Findings SRHRM significantly reduces UPB (β = −0.21, p < 0.05) and enhances PEP (β = 0.51, p < 0.001). PEP also negatively influences UPB (β = −0.20, p < 0.05), mediating the relationship between SRHRM and UPB (indirect effect = −0.10, p < 0.01). These effects are stronger among private bank employees. Practical implications The findings offer empirical evidence that SRHRM can serve as an effective intervention to reduce UPB by strengthening employees’ PEP. Originality/value This study contributes to the literature by integrating COR and SCT in a unified framework to explain ethical behavior and positioning PEP as a critical psychological mechanism. To the best of the authors’ knowledge, it is one of the first studies to apply this model in Vietnam’s banking context.