Perceived socially responsible HRM, employee organizational identification, and job performance: the moderating effect of perceived organizational response to a global crisis.

In an uncertain economy and a globalized world, socially responsible human resource management (HRM) is pivotal to the long-term growth of organizations. This research employed social exchange theory and social identity theory to analyze the correlations between employees' perceptions of socially responsible HRM, organizational identification, and job performance. This research also explored the moderating effect of employees' perceptions of their organization's response to a global crisis such as the COVID-19 pandemic on the relationship between organizational identification and job performance. Analyzing the survey data from 367 respondents using partial least squares structural equation modeling (PLS-SEM) with SmartPLS 3.2 software, this study found that HRM that is perceived to be socially responsible positively influences organizational identification and job performance. Moreover, the study found that organizational identification serves as a mediator between socially responsible HRM and work performance. It also revealed that perceived organizational response to a crisis such as the COVID-19 pandemic positively influences employees' job performance and negatively moderates the nexus between organizational identification and job performance. This study clarified the role of socially responsible HRM and organizational reactions to a crisis in promoting employee job performance.

The COVID-19 pandemic: Workplace safety management practices, job insecurity, and employees' organizational citizenship behavior.

How do organizations and employees react to the COVID-19 pandemic? Can workplace safety management practices (WSPs) maintain employees' organizational citizenship behavior (OCB) in this time of global health crisis? Can employees' perceptions of the risk associated with COVID-19 and job insecurity mediate the WSPs-OCB relationship? Drawing upon social exchange and protection motivation theories, this research aims to answer such questions. Analyzing the survey data from 501 Vietnamese employees using SmartPLS software, we find that WSPs positively influence the OCB and negatively influence the perceived job insecurity. Furthermore, the perceived risk associated with COVID-19 positively affects perceived job insecurity and OCB. Unexpectedly, in the context of Vietnam, a developing country with a collectivist culture, WSPs increase the employees' perceived risk associated with COVID-19 instead of reducing their fear. Also, employees' perceptions of job insecurity are not statistically correlated with OCB. In addition, we reveal a partial mediating role of the perceived risk associated with COVID-19 in the WSPs-OCB relationship. This research highlights the power of WSPs as well as measures to psychologically reassure employees during the pandemics.

Workplace health and safety training, employees' risk perceptions, behavioral safety compliance, and perceived job insecurity during COVID-19: Data of Vietnam.

This paper presents the dataset of a survey on workplace health and safety training, employees' risk perceptions, behavioral safety compliance, and perceived job insecurity in Vietnam during COVID-19 pandemic. The data were collected through an online questionnaire completed by Vietnamese full-time employees between April and June 2020. Using E-mail, LinkedIn, and Facebook, the online questionnaire was sent to respondents who filled it out voluntarily. A two-wave survey was conducted in order to lessen the common method bias. Totally, we received complete matched data for 732 full-time employees. All data were processed through SPSS 22.0, AMOS 23.0 and Smart PLS 3.0. Besides descriptive statistics, the results of the explanatory factor analysis and the confirmation factor analysis were included in this paper, which may serve as a good reference for future studies.