Organizational commitment

Marketing

Human resources

Linguistics

Employee engagement

Philosophy

Attribution

Social psychology

Public relations

Prestige

Organizational identification

Economics

Employee research

Employee resource groups

Business

Human resource management

Job satisfaction

Psychology

Management

Political science

Corporate social responsibility

Job performance

Employee motivation

Human Resource Management Journal

Drawing on social information processing theory, this study examines the pathway by which socially responsible human resource management (SRHRM), which links HR management practices to the corporate social responsibility activities of firms, affects job performance. Two‐wave multi‐source data supports the indirect effect of SRHRM on employee job performance through perceived external prestige and organizational identification. In addition, various types of employee HR attributions (i.e., employee well‐being, employee exploitation, and industry HR attribution) significantly moderates the relationship between SRHRM and perceived external prestige in different ways. These findings expand our understanding of the relationship between SRHRM and employee job performance and the role of employee HR attributions in complementing or supplementing such relationships.

Socially responsible human resource management and employee performance: The roles of perceived external prestige and employee human resource attributions