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

scholarly journals The Relationship of Distributive Justice and Procedural Justice on Organizational Commitment: An Empirical Testing

2017 ◽  
Vol 31 (1-2) ◽  
pp. 121-128
Author(s):  
Binod Ghimire
Keyword(s):  
Organizational Commitment ◽  
Distributive Justice ◽  
Procedural Justice ◽  
Organizational Justice ◽  
Human Resource Development ◽  
Work Factors ◽  
Relationship Of ◽  
Managerial Employees ◽  
The Impact ◽  
The Relationship

This paper investigates the relationship between organizational justice and organizational commitment among the employees of different organizations from Kathmandu Valley. This research study analyzes the impact of organizational justice as encompassed by two components, namely distributive justice and procedural justice on employee’s commitment. This study is descriptive and analytical. The sample consists of managerial and non-managerial employees who have volunteered to participate in the study. This study reveals a positive and significant relationship showing that the foundation of an employee’s commitment is within the application of both distributive and procedural justice, with procedural justice having stronger effect. The findings in this study would offer insight to the managers and business organization in Nepal to formulate strategies that involve in work factors such as distributive and procedural justice for the improvement of the human resource development.

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 The Commitment of the Employee to the Supervisor and the Organization: The Role of Employee Competency and Downward Influence Tactics

2021 ◽  
Vol 11 (1) ◽  
Author(s):  
Tuty Lindawati ◽  
◽  
Fenika Wulani ◽  
Keyword(s):  
Organizational Commitment ◽  
Significant Relationship ◽  
Influence Tactics ◽  
Mediating Effect ◽  
Mediation Effect ◽  
Important Work ◽  
Downward Influence ◽  
Managerial Employees ◽  
The Relationship

Employee’s commitment is an important work attitude for an organization. Supervisors can play a role in increasing it by conducting downward influence tactics. This study examines the relationship between employee competency and downward influence tactics (consultation, ingratiation, and exchange tactics), the relationship between these tactics and employee’s commitment to the supervisor and the organization, and the mediating effect of these tactics on the relationship between employee competency and employee’s commitment. Data were collected from 203 non-managerial employees who work in various industries in Surabaya, Indonesia. We analyzed the collected data by using PLS-SEM. This study found that employee competency has a significant positive relationship with downward influence tactics (consultation, ingratiation, and exchange tactics). In addition, consultation and ingratiation tactics have a significant relationship with one’s commitment to one’s supervisor, but only consultation tactic has a significant relationship with organizational commitment. The consultation tactic has a mediation effect on the relationship between employee competency and organizational commitment, and the commitment to the supervisor.

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