The Impact of Socially Responsible Human Resource Management on Employees' Environmental Citizenship Behavior: The Role of Psychological Safety and Contingent Reward Leadership

Employees are the executors of corporate tourism environmental governance in the practice of green tourism, and their activities had a direct influence on the ecological environment. Despite encouraging low-carbon tourism and sustainable development, corporations' human resource policies lacked morality and responsibility. This causes bad environmental performance in organizations. Attachment theory provides the theoretical framework for our investigation into the impact of socially responsible human resource management (SRHRM) on organizational citizenship behaviors for the environment (OCBE). Our analysis of 455 data obtained from China revealed that SRHRM had a positive effect on OCBE (eco-initiatives; eco-civic engagement; eco-helping); psychological safety mediated the relationship between SRHRM and OCBE. Additionally, contingent reward leadership (CRL) moderates the impact of SRHRM on employees' OCBE via psychological safety. Our research presents a novel theoretical framework for explaining socially responsible human resource management and employees' environmentally friendly behavior. We anticipate that the findings of our research will provide both theoretical direction and management insight for organizations seeking to apply SRHRM. A study of socially responsible human resource management and employees' environmental organizational citizenship behaviorEmployees are the executors of corporate tourism environmental governance in the practice of green tourism, and their activities had a direct influence on the ecological environment. Despite encouraging low-carbon tourism and sustainable development, corporations' human resource policies lacked morality and responsibility. This causes bad environmental performance in organizations. Attachment theory provides the theoretical framework for our investigation into the impact of socially responsible human resource management (SRHRM) on environmental organization citizenship behavior (EOCB). Our analysis of 455 data obtained from China revealed that SRHRM had a positive effect on EOCB (eco-initiatives; eco-civic engagement; eco-helping); psychological safety mediated the relationship between SRHRM and EOCB. Additionally, contingent reward leadership (CRL) moderates the impact of SRHRM on employees' EOCB via psychological safety. Our research presents a novel theoretical framework for explaining socially responsible human resource management and employees' environmentally friendly behavior. We anticipate that the findings of our research will provide both theoretical direction and management insight for organizations seeking to apply SRHRM.