Socially responsible HRM, employee attitude, and bank reputation: The rise of CSR in Bangladesh

Applying the organisational climate of corporate social responsibility (CSR) and human resource management (HRM) behavioural theories, this paper examines the associations among socially responsible HRM (SRHRM), organisational citizenship behaviour (OCB), turnover intention, and bank reputation. The proposed model, including seven hypotheses, was examined on a sample of 711 Bangladeshi bank employees. The results suggest that SRHRM has significant positive effects on both OCB and bank reputation, and a significant negative influence on turnover intention. OCB was positively significant for bank reputation but was estimated as insignificant for bank employees’ turnover intention. Moreover, perceived bank reputation was significant and negative on Bangladeshi employees’ turnover intention. Finally, a partial mediation effect was found for OCB on the direct relationship between SRHRM and bank reputation. This paper recommends that banks should aim at higher levels of OCB and reputation and lower turnover intentions should encourage SRHRM in their strategic approaches for HRM and CSR. The implications of the results of this study can help financial organisations to recognise the significance of SRHRM and its favourable effects on employee motivation and institutional reputation

Does CSR-attitude increase bank performance and reputation?

Limited research has been conducted on the mediational role of managerial support and its effects on employee attitudes toward corporate social responsibility (CSR), bank performance, and reputation in developing nations like Bangladesh. Applying the stakeholder theory, seven hypotheses were formulated and examined using data from 711 Bangladeshi bank employees through an online survey. The findings of the study suggest that employee's attitude toward CSR has (i) significant direct positive effects on bank performance, managerial support, and reputation, (ii) bank performance has a significant positive impact on bank reputation, and (iii) the partial mediational effect of managerial support increases the impact of employee's attitude toward CSR for higher bank reputation but unable to increase bank performance. This paper suggests that banks wishing to achieve higher performance and reputation for greater competitive advantage and consumer satisfaction should encourage employees' attitudes toward CSR and improve their existing managerial support

Additional file 1: of Small volume plasma exchange for Guillain-Barré syndrome in resource poor settings: a safety and feasibility study

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