Ethical Human Resource Management and Employee Performance: The Mediating Role of Perceived Organizational Support

Israa Natiq Jabbar; Muhammad Yunus Amar

doi:10.30983/iciefs.v3i1.907

Authors

Israa Natiq Jabbar The Rosy City for Educational Services and Consultations, Amman, Jordania
Muhammad Yunus Amar Faculty of Economics and Business, Hasanuddin University, Makassar 90245

DOI:

https://doi.org/10.30983/iciefs.v3i1.907

Keywords:

Employee Performance, Ethical Human Resource Management (EHRM), Sustainable HRM, Organizational Resilience, Work Commitment

Abstract

Ethical Human Resource Management (EHRM) has emerged as a critical driver of organizational sustainability, influencing employee commitment, ethical behavior, and organizational outcomes. This study investigates the impact of EHRM on employee performance, focusing specifically on the mediating role of perceived organizational support (POS). Drawing on social exchange theory, this study posits that employees' perceptions of ethical treatment within HRM practices enhance their sense of organizational support, which in turn fosters stronger work commitment and performance. A quantitative approach was employed using survey data collected from employees in various sectors. Structural Equation Modeling (SEM) was applied to examine the hypothesized relationships. The findings indicate a significant positive effect of EHRM on both POS and employee performance. Furthermore, POS was found to mediate the relationship between EHRM and employee outcomes, suggesting that organizational support mechanisms amplify the influence of ethical HRM practices on employee outcomes. These results contribute to the growing body of literature on sustainable HRM by highlighting the ethical dimension as a strategic lever for improving employee and organizational resilience.

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