Influence of HRM practices on organizational commitment: A study among software professionals in India

2004 ◽  
Vol 15 (1) ◽  
pp. 77-88 ◽  
Author(s):  
A. K. Paul ◽  
R. N. Anantharaman
Keyword(s):  
Organizational Commitment ◽  
Hrm Practices ◽  
Software Professionals

Impact of the HRM practices on Organizational Commitment of Managerial Employees in the Textile industry

2014 ◽  
Vol 9 (1) ◽  
pp. 41-47 ◽  
Author(s):  
Shruti . ◽  
◽  
N.S. Bhalla ◽  
T.S. Sidhu ◽  
Sanjeev . ◽  
...  
Keyword(s):  
Organizational Commitment ◽  
Textile Industry ◽  
Hrm Practices ◽  
Managerial Employees

Human resources management practices and organizational commitment in higher education

2020 ◽  
Vol 34 (1) ◽  
pp. 154-174 ◽  
Author(s):  
Mohammed Aboramadan ◽  
Belal Albashiti ◽  
Hatem Alharazin ◽  
Khalid Abed Dahleez
Keyword(s):  
Higher Education ◽  
Organizational Commitment ◽  
Work Engagement ◽  
Management Practices ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Content Type ◽  
Hrm Practices ◽  
Palestinian Universities ◽  
The Impact

Purpose The purpose of this paper is to investigate the impact of human resource management (HRM) practices on organizational commitment in Palestinian universities, and to examine the mediating effect of work engagement as a black-box mechanism that defines HRM practices–organizational commitment relationship. Design/methodology/approach The source of the data is from 237 employees (academics and administrative staff) from Palestinian universities. The authors used structural equation modeling to verify the hypotheses. Findings The results reveal that HRM practices have a significant impact on employee organizational commitment in higher education. In addition, work engagement showed a significant mediating effect between performance appraisal and organizational commitment on the one hand, and between rewards and compensation and organizational commitment on the other hand. Practical implications The study suggests university managers to capitalize on HRM practices as vehicle to trigger positive work-related attitudes. Originality/value The study contributes to the literature by examining the impact of HRM practices on organizational commitment through the mediation role of work engagement in higher education of a non-western context. The study is one of the few studies that is conducted in the middle east.

scholarly journals The effects of HRM practices and antecedents on organizational commitment among university employees

2006 ◽  
Vol 17 (12) ◽  
pp. 2035-2054 ◽  
Author(s):  
S.G.A. Smeenk ◽  
R.N. Eisinga ◽  
J.C. Teelken ◽  
J.A.C.M. Doorewaard
Keyword(s):  
Organizational Commitment ◽  
University Employees ◽  
Hrm Practices

Predicting different commitment components: The relative effects of how career development HRM practices are perceived

2009 ◽  
Vol 15 (2) ◽  
pp. 224-240 ◽  
Author(s):  
Mary Bambacas ◽  
Prashant Bordia
Keyword(s):  
Organizational Commitment ◽  
Career Development ◽  
Employee Perceptions ◽  
The Other ◽  
Perceived Support ◽  
Self Management ◽  
Normative Commitment ◽  
Hrm Practices ◽  
Development Alternatives ◽  
Three Components

AbstractOrganizations today expect employees to manage their own career development although some will provide extra opportunities. We do not know exactly how career self-management impacts on employees' organizational commitment in terms of affective, normative and continuance components. This paper is based on the model of organizational commitment put forward by Meyer and Allen (1997). We propose that organizational HRM and career self-management influence employee perceptions (such as perceived support) and the three components of commitment in different ways. Data from 196 managers showed that organizational career development (OCD) practices, were positively related to employee perceptions and the three components of commitment. On the other hand, career self-management was negatively correlated with normative commitment. These results have implications for the career development alternatives that organizations provide to employees.

HRM practices and organizational commitment profiles

2009 ◽  
Vol 20 (4) ◽  
pp. 869-884 ◽  
Author(s):  
Ian R. Gellatly ◽  
Karen H. Hunter ◽  
Luanne G. Currie ◽  
P. Gregory Irving
Keyword(s):  
Organizational Commitment ◽  
Hrm Practices

scholarly journals Human Resource Management and Organizational Performance-The Mediating Role of Organizational Commitment: Empirical Evidence from the Public Sector in a Non-Western Context

2012 ◽  
Vol 13 (1) ◽  
pp. 1-18
Author(s):  
Susan Zeidan ◽  
Assaad Farah ◽  
Shadi Abouzeid
Keyword(s):  
Organizational Commitment ◽  
Resource Management ◽  
Public Sector ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
United Arab Emirates ◽  
Bottom Line ◽  
Hrm Practices ◽  
The Impact

Research in the field of strategic human resource management has attracted a great deal of interest because of its likely impact on bottom line outcomes. Recent work in this area posits that organizational commitment can mediate the relationship between human resource management (HRM)practices and organizational performance. However, most of the studies conducted in this area were concentrated on samples gathered from private organizations, and mainly in western countries. In this paper, the impact of HRM on organizational performance is assessed. Furthermore, this research attempts to shed more light on the ‘black box’ between human resource practices and organizational performance by investigating the mediating function of organizational commitment in two public sector entities within the United Arab Emirates (UAE). The mediating factor was tested through regression of the data collected from a sample of 371 workers who are employed within the two aforementioned public sector entities. The main findings are in line with the outcomes of earlier HRM-performance studies conducted in western public and private sectors, where employers can expect improved organizational performance when their employees' perceptions of the HRM practices within the organization tend to foster an increase in their organizational commitment.

scholarly journals Examining HRM Practices in Relation to the Retention and Commitment of Talented Employees

2021 ◽  
Vol 13 (24) ◽  
pp. 13923
Author(s):  
Juraj Tej ◽  
Matúš Vagaš ◽  
Viktória Ali Taha ◽  
Veronika Škerháková ◽  
Michaela Harničárová
Keyword(s):  
Human Capital ◽  
Factor Analysis ◽  
Organizational Commitment ◽  
Human Resources ◽  
Management Practices ◽  
Individual Factors ◽  
Hrm Practices ◽  
Human Resource Management Practices ◽  
Talent Retention ◽  
The Right

The claim that human resources or human capital is the most important and valuable asset of organizations is widespread and widely accepted. For this reason, one of the biggest challenges for organizations is to find the right employees with the necessary skills, high potential, and talent. However, the challenge for organizations is not only to find, but also to retain and to use the potential of talented employees. The main aim of this study is to identify the HRM practices which most significantly affect the retention and commitment of talented employees. Based on factor analysis, individual factors of HRM practices were identified. Through canonical analysis, the relationships between the identified factors of HRM practices, talent retention (the intention of talented employees to remain in the organization), and the organizational commitment of talented employees were identified. One of the most important results of the study is the identification of human resource management practices that are most strongly associated with talent retention and commitment.

Sign in / Sign up

Export Citation Format

Share Document