From a global perspective, the hypocrisy of enterprises in fulfilling their social responsibilities has become a common phenomenon. However, theoretical research on corporate hypocrisy, especially in the micro level, is still insufficient. To enrich the theoretical achievements of corporate hypocrisy in the micro level, this study adopted the grounded theory methods to explore the employee attributions of corporate hypocrisy in Corporate Social Responsibility (CSR) and dig deeper into the internal links and role paths between the attributions. After the process of defining problems, collecting data, three-level coding, construction theory, and saturation test, we used dates from 21 employees and found that the employee attributions of corporate hypocrisy consist of six major categories: capacity limitation, external pressure promotion, lack of supervision, sincerity of keeping promises, speculation, and external tolerance. Besides, this study proposed a mechanistic model of the employee attributions of corporate hypocrisy in CSR and pointed out that the degree of external tolerance, the sincerity of keeping promises, and speculation play moderating roles in the main effect. Moreover, the speculation also plays a mediating role in the moderation effect of external tolerance’ moderation.

This study explores the impact of socially responsible human resource management (SR-HRM) on the turnover intention by exploring the effects of psychological contract violation (PCV) and moral identity. Using a sample of 284 employees in China, we found that PCV mediated the negative relationship between SR-HRM and turnover intention. Moral identity moderated the direct effect of PCV on turnover intention as well as the indirect effect of SR-HRM on turnover intention via PCV, such that both the direct and indirect effects were stronger for employees with a low level of moral identity compared to those with the high level of moral identity. Findings from this study provide a greater understanding of the internal mechanisms and boundary conditions of SR-HRM that affect turnover intentions. Study findings also provide guidance to organizations seeking to reduce employee turnover.