Impact of socially responsible human resource management on job performance of public sector employees in Ho Chi Minh City

Abstract

This research explores the influence of Socially Responsible Human Resource Management (SRHRM) on Job Performance (JP), and it examines the intermediary functions of Public Service Motivation (PSM) and Knowledge Sharing (KS) in this relationship. This analysis is grounded in the Social Exchange Theory (SET). Employing a questionnaire survey strategy, this study collates data from 302 chosen participants through a convenient sampling approach. The target demographic encompassed cadres and civil servants employed in Ho Chi Minh City at the time of the study. Our findings indicate a notable correlation between SRHRM and JP and that PSM and KS act as partial mediators in the relationship between SRHRM and JP. This study also highlights the sequential mediating influence of PSM and KS on the SRHRM-JP relationship. This framework facilitates a deeper understanding of the direct and indirect effects SRHRM has on JP in the public sector landscape, which is influenced sequentially by PSM and KS. Thus, this study makes some theoretical contributions and bears significant practical implications for administrators within public entities.