Community experiences in the strategic human resource management black box

Abstract Recent research suggests experiencing community at work (i.e., perceiving a sense of community [SOC] and a sense of community responsibility [SOC‐R]) is important for employee and organizational outcomes, however, we know very little about how these constructs operate in human resource management contexts. This study peers into the strategic human resource management “black box,” which is an organizational setting where psychological and social variables are believed to influence employee perceptions in ways that impact their individual functioning, and subsequently improve organizational outcomes. Specifically, the study tests hypotheses regarding the relationship between high‐involvement work climate (i.e., a human resource context), psychological need satisfaction, SOC, SOC‐R, organizational identification, and organizational citizenship behaviors, in an attempt to theoretically ground, and empirically test, if experiences of community matter in the human resource management “black box.” Data from 312 employees across multiple organizations were analyzed using partial least squares structural equation modeling, and the findings reveal that experiences of community likely play an important role in the strategic human resource black box. The findings highlight that human resource practitioners, and scholars at the intersection of community psychology and human resource management, should consider further evaluation and action around experiences of community at work. Such a focus may help to create and build more socially sustainable organizational contexts for employees where they can thrive while organizations attempt to achieve collective goals.