TITLE:
Impact Analysis of Company Y’s Socially Responsible Human Resource Management Practices on Employee Performance
AUTHORS:
Liwen Zhang, Xiaotun Chen
KEYWORDS:
Socially Responsible Human Resource Management, Corporate Social Responsibility, Employee Performance
JOURNAL NAME:
Open Journal of Business and Management,
Vol.13 No.6,
November
28,
2025
ABSTRACT: Against the backdrop of the growing emphasis on corporate social responsibility (CSR), socially responsible human resource management (SRHRM) practices not only exert an influence on employees’ work status but also have a bearing on corporate performance. Therefore, it is essential to analyze the changes in employee performance within energy companies under this management model. Currently, the exploration of SRHRM by numerous enterprises in China is still in the stage of refinement. Research findings indicate that although increasing investment in SRHRM may lead to a rise in management costs for enterprises in the short term, it will drive the improvement of employee performance in the medium and long run. Enterprises that implement sound SRHRM practices can enhance employees’ work efficiency, job stability, and innovation capabilities by strengthening safety and health protection, optimizing salary incentive mechanisms and career development systems, and establishing employee participation platforms. In turn, this promotes the sustainable development of the enterprise.