Should I stay or should I go?: The impact of socially responsible human resources management practices on hospitality employees

This study examined the connection between socially responsible human resource management (SHRHM) strategies and employee outcomes in the hotel industry. Specifically, this study examined the influence of SHRHM on intention to stay and positive word-of-mouth among hospitality employees. PLS-SEM was used to analyze 348 responses from US hospitality employees. The findings of the quantitative study indicated that SHRHM practices are associated with hospitality industry employees' desirable outcomes, including the intention to stay and positive word-of-mouth. Interactional justice and organizational identification were found to mediate these relationships and were underpinned by organizational justice and organizational identification theories, respectively. These findings are significant in light of the post-pandemic labor shortages threatening the hospitality industry. Moreover, the study provides human resources managers with practical recommendations for promoting SHRHM in their respective organizations. •The results of this study provide empirical evidence for how to suppress the undesirable outcomes of SRHRM in hospitality.•This study identified organizational identification and interactional justice as promoters of positive outcomes of SRHRM.•The first pathway linked SRHRM with employees' intention to stay and positive word-of-mouth through interactional justice.•The second pathway linked SRHRM with intention to stay and positive word-of-mouth through organizational identification.