This study contributes to the growing body of research that focuses on the role of socially responsible human resource management (SR-HRM) and its effect on employee behaviors. Specifically, the research examines how and when SR-HRM could stimulate employees' shared value and retention, and in particular it explores the mediating role of shared value and relationship satisfaction and the moderating role of servant leadership. Based on the social exchange theory, the study develops a research framework to investigate these relationships. We employed a two-wave time-lagged survey of 350 employees working in multinational companies in Vietnam. The research findings revealed that SR-HRM is positively linked to employees’ shared value and to employee retention. Furthermore, shared value and relationship satisfaction can play parallel and serial mediating roles in the relationship between SR-HRM and employee retention. Interestingly, the research results showed that servant leadership moderates the relationship between SR-HRM and both shared value and employee retention, in such a way that those relationships are stronger when servant leadership is high and weaker if servant leadership is low. Finally, the study concludes by highlighting theoretical contributions, managerial implications, limitations, and further studies.

这项研究有助于越来越多的研究关注对社会负责的人力资源管理 (SR-HRM) 的作用及其对员工行为的影响。具体而言，该研究考察了 SR-HRM 如何以及何时能够激发员工的共享价值和保留，特别是探讨了共享价值和关系满意度的中介作用以及仆人式领导的调节作用。基于社会交换理论，该研究开发了一个研究框架来调查这些关系。我们对在越南的跨国公司工作的 350 名员工进行了两波时滞调查。研究结果表明，SR-HRM 与员工的共享价值和员工保留率呈正相关。此外，共享价值和关系满意度在SR-HRM与员工保留之间的关系中可以起到并行和串行的中介作用。有趣的是，研究结果表明，仆人式领导调节 SR-HRM 与共享价值和员工保留之间的关系，当仆人式领导高时，这些关系更强，而仆人式领导低时，这些关系更弱。最后，该研究通过强调理论贡献、管理意义、局限性和进一步研究得出结论。以这种方式，当仆人领导力高时，这些关系更强；如果仆人领导力低，则这些关系更弱。最后，该研究通过强调理论贡献、管理意义、局限性和进一步研究得出结论。以这种方式，当仆人领导力高时，这些关系更强；如果仆人领导力低，则这些关系更弱。最后，该研究通过强调理论贡献、管理意义、局限性和进一步研究得出结论。