This study investigates the role of socially responsible management as a significant determining factor for employees’ morale engagement, employee vitality, and employee-based brand equity. Human resource management policies and strategies are important for addressing the interests of the employees and boosting the overall effectiveness of the organization. To examine this, this study analyzes the role of socially responsible management and organizational morality on EME with the mediation of EV. Also, the study examines the role of EME in EBBE. To conduct (...) this study, the data were obtained from 310 female employees working in software houses from home in China. The sampling technique used in the study is purposive sampling. A partial least square structural equation modeling technique is used to analyze the data of the study. The study found that socially responsible management has a positive effect on both EME and EV. The study also reveals that organizational morality has a positive impact on EME and consequently impacts the EBBE in a positive way. The results of the mediation analysis show that EV mediates the relationship between socially responsible management and EME. The study provides practical implications, explaining the strategies and policies that can be adopted by the HR department of the organization to boost employee interests. The study also provides some limitations and future recommendations, such as sample size, the context of the study, and adding new variables to the existing framework. (shrink)

This article addresses the impact of leader psychological need satisfaction on employees. We draw on the self-determination theory and leader-member exchange theory to investigate if and how leader psychological need satisfaction trickles down to employee psychological need satisfaction. Adopting a multi-actor, multilevel design, results from 1036 leader–employee dyads indicate that employee-rated LMX mediates the trickle-down effect of leader psychological need satisfaction. Additional analyses of leader psychological needs show that leader competence is the main psychological need that underlying this relationship. We (...) also found an unexpected negative association between leader autonomy need satisfaction and employee competence need satisfaction. Overall, this study shows the importance of both leaders’ psychological need satisfaction and employee perceptions of the relationship quality for employee psychological need satisfaction. (shrink)