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Effects of responsible human resource management practices on female employees’ turnover intentions

Published on Jan 1, 2018in Business Ethics: A European Review
· DOI :10.1111/beer.12165
Dan Nie2
Estimated H-index: 2
(University of Jyväskylä),
Anna-Maija Lämsä20
Estimated H-index: 20
(University of Jyväskylä),
Raminta Pučėtaitė6
Estimated H-index: 6
(Vilnius University)
Sources
Abstract
This study focuses on the effects of socially responsible human resource management (SR-HRM) practices on female employees’ turnover intentions and the moderating effect of supervisor gender on this relationship. With a sample of 212 female employees from eight different industries in Finland, the results indicate that SR-HRM practices promoting equal career opportunities and work–family integration play a significant role in reducing women's turnover intentions. The study adds to the academic discourse of corporate social responsibility by highlighting the impact of the organizational-level HRM determinants on the individual-level outcome. In addition, supervisor gender makes a difference in the studied relationship: female supervisors have a stronger and more significant impact on the relationship than male supervisors. Our findings suggest that organizational measures which support work–family integration should be taken seriously to decrease female employees’ turnover intentions. Male supervisors could adopt some gender-incongruent leadership behaviors, such as individualized emotional concern and caring when dealing with female employees. In the future, other gender combinations in the supervisor–employee relationship would merit research.
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