RESPONSIBLE HRM AND EVERYDAY ETHICS: THE MEDIATING ROLE OF MORAL IDENTITY AND MODERATING ROLE OF LEADER INTEGRITY

Abstract

This study examines the influence of Responsible Human Resource Management (Responsible HRM) on employee ethics by investigating the mediating role of moral identity and the moderating role of leader integrity. Grounded in Social Learning Theory, the study proposes that ethical and employee-oriented HR practices shape ethical workplace behavior through employees’ internalization of moral values, while leadership integrity strengthens this relationship. A quantitative explanatory research design was employed using cross-sectional survey data collected from employees working in multiple organizational sectors. Data were analyzed using SPSS and SmartPLS 4 through Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings reveal that Responsible HRM significantly enhances employee ethics and positively influences employees’ moral identity. Moral identity further demonstrates a significant positive effect on employee ethics and mediates the relationship between Responsible HRM and ethical behavior. Additionally, leader integrity significantly strengthens the positive relationship between Responsible HRM and employee ethics. The findings extend Social Learning Theory by integrating organizational systems, psychological mechanisms, and leadership behavior into a unified ethical management framework. The study contributes theoretically by refining understanding of moral identity as an organizationally influenced construct and practically by emphasizing the importance of responsible HR systems and integrity-based leadership in fostering ethical workplace behavior. The study also provides strategic implications for organizations seeking to strengthen ethical cultures and sustainable organizational practices.