Zainab Ali Rawshdeh, Zafir Khan Mohamed Makhbul, Najeeb Ullah Shah, Perengki Susanto
This study examines a mediated-moderation model for how perceived socially responsible-HRM practices influence workplace deviance. The authors hypothesized that SR-HRM Practices increase employee‟s organizational trust, which in turn decrease their deviant behaviors. The authors further predicted that ethical leadership strengthen such indirect effect of SRHRM practices on employee‟s deviant behavior. Using a survey of 420 employees in Klang Valley area in Malaysia, the analysis was carried out using partial least square structural equation analysis (PLS-SEM). The results indicate that SR-HRM practices has indirect effect on deviant behavior. The indirect effect of SRHRM practices advocates improving organizational trust, which in turn, engenders desisting from deviant behaviors, whereas ethical leadership was found to moderate the SR-HRM – organizational trust relationship, such that this relationship was stronger when ethical leadership was high. The implication for researchers and practitioners is discussed. © 2019, Mohammad Safa.
Graduate School of Business, National University of Malaysia, Malaysia; Faculty of Economics and Management, National University of Malaysia, Malaysia; Faculty of Economics, Universitas Negeri Padang, Indonesia
