Impact of HRM practices on organisational commitment: evidence from school educators' in Indian context

2021 ◽  
Vol 17 (2/3) ◽  
pp. 186
Author(s):  
Rupali Arora ◽  
Atul Shiva ◽  
N.A. Pratibha
Keyword(s):  
Organisational Commitment ◽  
Hrm Practices ◽  
Indian Context

The effects of human resource management practices on employees’ organisational commitment

2015 ◽  
Vol 23 (3) ◽  
pp. 472-492 ◽  
Author(s):  
Khaled Aladwan ◽  
Ramudu Bhanugopan ◽  
Brian D'Netto
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Structural Equation ◽  
Management Practices ◽  
Middle Eastern ◽  
Organisational Commitment ◽  
Content Type ◽  
Hrm Practices ◽  
Human Resource Management Practices

Purpose – This study aims to examine the effects of human resource management (HRM) practices on organisational commitment (OC) in the Middle Eastern context. Design/methodology/approach – Survey data were collected from 493 front-line employees across a variety of industries in Jordan. A structural equation modelling analysis was performed to delineate the relationship between HRM practices and OC. Findings – A test of the model was conducted using a path analytic approach hypothesising that HRM factors influence OC. The findings indicate that the causal model is consistent with the data and contributes to a fuller understanding of the association between HRM practices and OC. Originality/value – This is the first study that represents a little-researched area of recent times and even less so in Middle Eastern countries. The findings of the study offer new perspectives on how HRM practices have direct and indirect effects on employees’ OC and would assist in reshaping the HR policies in organisations located in the Middle Eastern regions.

scholarly journals Organisational commitment in the era of the new psychological contract

2011 ◽  
Vol 14 (3) ◽  
pp. 333-345 ◽  
Author(s):  
Anthonie Theron ◽  
Nicole Marguerite Dodd
Keyword(s):  
Higher Education ◽  
Human Resource ◽  
Psychological Contract ◽  
Target Population ◽  
Psychological Contracts ◽  
Effective Management ◽  
Organisational Commitment ◽  
Hrm Practices ◽  
Nelson Mandela ◽  
Self Administered Questionnaire

The aim of this study was to investigate organisational commitment in an organisation that had recently experienced organisational restructuring (a merger). The psychological contract that exists between employees and organisations is brittle due to many organisational changes that stem from organisational restructuring.  When psychological contracts are breached, employees may experience reduced commitment to the organisation.  The target population for this study consisted of all employees working at three recently-merged higher education institutions in the Nelson Mandela Metropolis (n=100) and a self-administered questionnaire was distributed amongst staff.  The results indicated that an increase in the number of positive human resource management (HRM) practices reported by respondents correlated with a decrease in violation and breach of the psychological contract, despite organisational restructuring.  It was further revealed that effective management of the psychological contract is crucial during organisational restructuring, in order to maintain the commitment and loyalty of employees.

HRM practices in the Indian context

2019 ◽  
pp. 196-206
Author(s):  
Rajesh Chandwani ◽  
Upam Pushpak Makhecha
Keyword(s):  
Hrm Practices ◽  
Indian Context

scholarly journals Direct and Indirect Influence of HRM Practices on Employee Performance and Turnover Intention

2020 ◽  
Author(s):  
Sushila Devi Rajaratnam
Keyword(s):  
Performance Appraisal ◽  
Human Resource ◽  
Turnover Intention ◽  
Positive Relationship ◽  
Employee Performance ◽  
Training And Development ◽  
Organisational Commitment ◽  
Hrm Practices ◽  
Indirect Relationship ◽  
The Relationship

This study attempted to narrow the dearth in the literature with regard to the influence of human resource management (HRM) practices on employees. The study, using a sample of clerical front liners in service-based cooperatives in West Malaysia revealed that HRM practices (training and development, performance appraisal, communication and participation, and rewards) had a significant direct positive and indirect positive relationship with employee performance. The indirect relationship was mediated by affective organisational commitment. In contrast, HRM practices only had an indirect relationship with turnover intention, mediated by affective organisational commitment. Affective supervisory commitment did not mediate the relationship between HRM practices and employee performance nor the relationship between HRM practices and turnover intention. The results suggested that HRM practices can enhance employee performance directly as well as indirectly, through fostering affective organisational commitment. In addition, HRM practices can reduce turnover intention only indirectly through enhancing affective organisational commitment.  

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