Work is a fundamental component of individuals’ lives, significantly shaped by perceptions of organizational management practices. Over time, the relationship between employees and organizations has evolved, increasingly emphasizing ethics and social responsibility. Socially responsible human resource management (SRHRM) has emerged as a key construct, referring to the implementation of HR practices that account for the interests of employees, stakeholders, and the broader community, exceeding basic legal compliance. When employees perceive their organization as socially responsible, they tend to reciprocate with greater engagement, experiencing positive emotional reactions as their expectations are met. This study examines the impact of SRHRM practices on employee well-being in the workplace, focusing on the psychological mechanisms that underlie this relationship. Specifically, it explores the role of psychological contracts and psychological safety in mediating the link between SRHRM and work engagement. Drawing on a sample of 293 employees across various organizations, findings indicate that SRHRM has a positive and significant effect on engagement. This relationship is partially mediated by perceptions of psychological contract fulfillment and feelings of psychological safety, which reinforce employees' sense of connection and commitment to their work. These findings highlight the importance of a human-centered approach in HR practices, one that not only supports employee well-being but also aligns with broader societal goals, as reflected in the Sustainable Development Goals (SDGs). SRHRM contributes to promoting sustainable economic growth and decent work (SDG 8) and advancing health and well-being (SDG 3). Consequently, SRHRM represents a foundational practice for organizations seeking to foster a socially responsible culture that aligns with contemporary ethical values and enhances the quality of work life.

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socially responsible human resources management,psychological contract,organizational psychological safety,work engagement