Reducing unethical pro-organizational behavior in the hospitality sector through socially responsible human resource practices and responsible leadership

This study aims to unravel the role of socially responsible human resource practices (SRHR practices) in reducing unethical pro-organizational behavior (UPB) among hospitality employees as well as mechanisms behind this relationship. The data were collected at the three survey waves from 726 employees and 108 direct managers from hotels in Vietnam. The data analysis was conducted through multilevel structural equation modeling. The results gave support for the negative indirect relationship between SRHR practices and employee UPB via corporate social responsibility (CSR) engagement as a partial mediator. Furthermore, responsible leadership served as a moderator to attenuate the positive relationship between SRHR practices and employee CSR engagement as well as the indirect negative relationship between SRHR practices and employee UPB via employee CSR engagement. This study advances the hospitality management literature by gaining insights into how to reduce UPB among hospitality employees. A crucial contribution to existing knowledge has been made by examining the relationships that exist between SRHR practices, responsible leadership, CSR engagement, and UPB.