[[alternative]]The Relationships among Perceived Socially Responsible Human Resource Management, Psychological Availability, Job Insecurity, Organizational Identification, Voice Behavior, and Job Performance: The Moderating Role of Satisfaction with Organizational Response to a Crisis

[[abstract]] 在全球化和經濟不確定的背景下，人力資源管理社會責任認知(SR-HRM) 是促進組織持續發展的關鍵。本研究以社會交換理論 (SET)、社會認知理論 (SCT)、社會認同理論 (SIT) 和不確定性管理理論 (UMT)為理論基礎，用以檢驗員工感知 SR-HRM 與心理可用性在工作不安全感、組織認同感、建言行為和工作績效之間的關係。本研究還調查了員工對組織應對 COVID-19 危機 (ESWORTC) 的滿意度的調節作用。本研究藉由研究順序混合方法設計進行兩個階段，以達成研究目標。在定量研究的第一階段，使用偏最小二乘結構方程模型 (PLS-SEM) 和 PROCESS 對 537 名受訪者的樣本進行了假設檢驗。第二個定性階段進行了 20 次深度訪談，作為定量結果的後續，以解釋定量結果。 結果表明感知 SR-HRM 不直接影響工作績效。然而，感知 SR-HRM 通過心理可用性、組織認同和建言行為間接影響工作績效。它還發現，感知到的 SR-HRM 會導致更高的組織認同感，進而鼓勵他們的發言行為並提升工作績效。它揭示了心理可用性、工作不安全感、組織認同在人力資源管理社會責任認知 (SR-HRM)與建言行為之間的中介作用和連續中介作用。它還表明，人力資源管理社會責任認知 (SR-HRM) 會對工作不安全感產生負面影響。有趣的是，工作不安全感並不直接影響工作績效，工作不安全感也不會調節 SR-HRM 與工作績效之間的關係。然而，工作不安全感和建言行為在 SR-HRM 與工作績效之間的關係中起連續中介作用，而工作不安全感和組織認同在 SR-HRM 與工作績效之間的關係中起連續中介作用。結果表明，COVID-19 的 ESWORTC 緩和了人力資源管理社會責任認知(SR-HRM)——工作績效、建言行為——工作績效、心理可用性——聲音行為、組織認同——建言行為。這項研究還提供了使用 SR-HRM 實踐和組織應對危機來提高員工意見和工作績效的實際意義。[[abstract]] In the context of globalization and economic uncertainty, socially responsible human resource management (SR-HRM) is key to enhancing organizations' sustainable development. Drawing from Social Exchange Theory (SET), Social Cognitive Theory (SCT), Social Identity Theory (SIT), and Uncertainty Management Theory (UMT), this study aims to examine the relationship between employees’ perceived SR-HRM on their psychological availability, job insecurity, organizational identification, voice behavior, and job performance. It also investigates the moderating role of employees’ satisfaction with organizational response to a crisis (ESWORTC) of COVID-19. This study conducts two phases with the explanatory sequential mixed-method design to achieve the research objectives. In the first phase with a quantitative study, a sample of 537 respondents was used to test the hypotheses using the partial least squares structural equation modeling (PLS-SEM) and PROCESS. The second qualitative phase is conducted with 20 in-depth interviews as a follow-up to the quantitative results to explain the quantitative results. The result indicates that perceived SR-HRM does not directly influence job performance. However, perceived SR-HRM indirectly impacts job performance through psychological availability, organizational identification, and voice behavior. It also finds that perceived SR-HRM leads to higher organizational identification, which, in turn, encourages their voice behavior and promotes job performance. It reveals the mediating role and serial mediating role of psychological availability, job insecurity, organizational identification in the relationship between perceived SR-HRM and voice behavior. It also reveals that perceived SR-HRM negatively impacts job insecurity. Interestingly, job insecurity does not directly affect job performance, and job insecurity does not mediate the relationship between SR-HRM and job performance. However, job insecurity and voice behavior play a serial mediating role in the nexus between SR-HRM and job performance, and job insecurity and organizational identification play a serial mediating role in the nexus between SR-HRM and job performance. The results show that ESWORTC of COVID-19 moderates perceived SR-HRM – job performance link, voice behavior – job performance link, psychological availability – voice behavior link, organizational identification – voice behavior link. This research also provides practical implications of using SR-HRM practices and organizational responses to a crisis to promote employee voice and job performance