This paper aims to explore the unintended effect of socially responsible human resource management (SRHRM) on employee task performance via three components of role stress: role conflict, role ambiguity and role overload.
Data was collected from 360 employees who were working in companies in the south of Vietnam and the study hypotheses were tested using structural equation modelling (SEM).
The results indicate that SRHRM increases role conflict, role ambiguity and role overload, which negatively affect employee task performance.
The key practical implication of our study is that SRHRM may decrease employee task performance via role conflict, role ambiguity and role overload. Managers should be aware of these findings and devise a plan to reduce the role stress that results from implementing SRHRM.
This study provides empirical evidence of the destructive consequences of SRHRM and contributes to a more complete perspective of how SRHRM affects employee performance.
