![Open Access](https://i-scholar.in/lib/pkp/templates/images/icons/fulltextgreen.png)
![Restricted Access](https://i-scholar.in/lib/pkp/templates/images/icons/fulltextred.png)
![Open Access](https://i-scholar.in/lib/pkp/templates/images/icons/fulltextgreen.png)
![Open Access](https://i-scholar.in/lib/pkp/templates/images/icons/fulltext_open_medium.gif)
![Restricted Access](https://i-scholar.in/lib/pkp/templates/images/icons/fulltextred.png)
![Restricted Access](https://i-scholar.in/lib/pkp/templates/images/icons/fulltext_restricted_medium.gif)
Human Resource Management Practices and its Impact on Organizational Commitment
Subscribe/Renew Journal
Human Resource Management (HRM) involves all management decision and practices that directly affects the people, or human resources, who work for the organization. Now the world's economic and social structures have become more connected and reliant upon one another. Therefore it is vital to explore how humans interact within these structures. HRM practices would help managers and policymakers to enable them to integrate and redesign their entities' in achieving desired objectives and success in global world. The present study is aimed at exploring various HRM practices in private sector organizations and assessing its influence on organizational commitment. The sample consists of total 90 participants selected from private organizations. HRM practices were measured by the scale developed by Geringer, Frayne, and Milliman (2002) and organizational commitment was measured by the scale by Meyer and Allen (1993). Data were analysed by correlation and multiple regressions. Regression result showed that various HRM practices are significantly predicting organizational commitment. Further results and implication of HRM practices will be discussed in final paper.
Keywords
Human Resource Management, Organizational Commitment.
Subscription
Login to verify subscription
User
Font Size
Information
- Allen, N.J., & Meyer, J. P. (1996). Affective, continuance and normative commitment to the organization: An examination of construct validity. Journal of Vocational Behaviour, 49, 252-276.
- Barney, J. B. (1995). Looking inside for competitive advantage. Academy of Management Executive, 9, 49-61.
- Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17, 99-120.
- Beer, M., Spector, B., Lawrence, P., Quinn, M., & Walton, R. E. (1984). Managing human assets. New York: The Free Press.
- Beer, M., Spector, B., Lawrence, P., Quinn, M. D., & Walton, R. (1985). Human resource management: A general manager's perspective. Glencoe; IL: The Free Press.
- Browning, V. (2006). The relationship between HRM practices and service behavior in South African service organization. International Journal of Human Resource Management, 17, 1321-1338.
- Budhwar, P., & Sparrow, P. (1998). National factors determining Indian and British HRM practices: An empirical study. Management International Review, 38, 105- 121.
- Casper, W. J., Martin, J. A., Buffardi, L. C, & Edwins, C. (2002). Work family conflict perceived organizational support, and organizational commitment among employed mothers. Journal of OccupationalHealth Psychology, 7, 99-108.
- Chew, Y.T (2005). Achieving organizational prosperity through employee motivation and retention: A comparative study of strategic HRM practices in Malaysian institutions. Research andPractices in Human Resource Management, 13, 87-104.
- Geringer, J. M., Frayne, C. A., & Milliman, J. F (2002). In search of "best practice" in International human resource management: Research design and methodology. Human Resources Management, 1, 5-30.
- Guest, D. E. (1997). Human resource management and performance: A review and research agenda. The International Journal of Human Resource Management, 8, 263-276.
- Gellatly, I. A., Hunter, K. H, Currie, L. G, & Irving, P. G. (2009). HRM practices and organizational commitment profiles. The International Journal of Human Resource Management, 20, 869-884.
- Herrbach, O., Mignonac, K., Vandenberghe, C, & Negrini, A. (2009). Perceived HRM practices, organizational commitment, and voluntary early retirement among late- caieermaneigers.JournalofHumanResourceManagement, 48, 895-915.
- Hemdi, M. A. (2009). Investigating hotel employees organizational commitment: The influence of human resource management practices and perceived organizational support. Journal of Tourism Hospitality and Culinary Arts, 1, 1-20.
- Hendry, J. (1995), Culture, community, and networks: the hidden cost of outsourcing. European Management Journal, 13,193-200.
- Jeet, V., & Sayeeduzzafar (2014). Astudy of human resource management practices and organizational commitment in self-financed professional institutions. International Journal of Advance Research in Computer Science and Management Studies, 2, 69- 73.
- Keenoy, T (1999). HRM as hologram: Apolemic. Journal of Management Studies, 36, 1-23.
- Lado, A., & Wilson, M. (1994). Human resource systems and sustained competitive advantage: A competency based perspective. Academy of Management Review, 19, 699-727.
- Lamba, S., & Choudhary, N. (2013). Impact of HRM practices on organizational commitment of employees. International Journal of Advancements in Research and Technology, 2, 32-45.
- Lamba, S., & Choudhary, N. (2013). Impact of HRM practices on organizational commitment of employees. International Journal of Advancements in Research and Technology, 2, 407-423.
- Meyer, J. P., & Smith, C. A. (2000). HRM practices and organizational commitment: Test of a mediation model. Canadian Journal of Administrative Sciences, 17, 319- 331.
- Mathieu, J. E., & Zajac D. (1990). A review and meta-analysis of the antecedents. correlates, and consequences of organizational commitment. Psychological Bulletin, 108,171-194.
- Meyer, J. P., & Smith, C. A. (2000). HRM practices and organizational commitment: A testofmediationmodel. Canadian Journal of Administrative Sciences, 17, 319-331.
- Meyer, J. P., Stanley, D. J., Herscovitch, L., & Topolnyutsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of Vocational Behaviour, 61, 20- 52.
- Meyer, J. P., & Allen, N. J. (1991)A three component conceptualization of organizational commitment. Human Resources Management Review, 1, 61-98.
- Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research and implications. Thousand Oaks, CA: Sage.
- Meyer, J. P., & Herscovitch, L. (2001). Commitment in the work place: Towards a generalmodel. Human Resource ManagementReview, 11, 299-326.
- Nasurdin, A. M., & Hemdi, M. A., & Gaut, L. P. (2008). Does perceived organizational support mediate the relationship between human resource management practices and organizational commitment? Asian Academy of Management Journal, 13, 15- 36.
- Organ, D.W., & Ryan, K. (1995). Ameta analytic review of attitudinal and dispositional predictors of organizational citizenship behaviour. Personnel Psychology, 48, 775- 802.
- Paul, A. K., & Anantliaraman, R. N. (2004). Influence of HRM practices on organizational commitment: A study among software professionals in India. Human Resource Development Quarterly, 15, 77-88.
- Paul, A. K., & Anantliaraman, R N. (2004). Influence of HRM practices on organizational commitment: A study among software professional in India. Human Resource Development Quarterly, 15, 77-88.
- Pfeffer, J. (1998). The human equation: Building profits by putting people first. Boston. M.A:HarvardBusinessPublic School.
- Pondy, L. R, Frost, P. J., Morgan, G., & Dandridge, T. C. (1983). (eds.). Organizational symbolism. Greenwich: Jai Press.
- Savaneviciene, A., & Stankeviciute, Z. (2011). Human resource management practices linkage with organizational commitment and job satisfaction. Economics and Management, 16,921-928.
- Shanker, O., & Sheria, Y. (1987). Human resource management in International Joint Ventures: Directions for research. Academy of Management Review, 12, 546-557.
- Tremblay, M., Cloutier, J., Simard, G., Chenevert, D., & Vandenberghe, C. (2010). The role of HRM practices, procedural justice, organizational support and trust in organizational commitment and in-role and extra-role performance. International Journalof Human Resource Management, 21,405-443.
- Ulrich, D. (1997). Human resource champions: The next agenda for adding value to HR practices. Harvard: Harvard Business SchoolPress.
- Whitener, E.M. (2001). Do "high commitment" human resource practices affect employee corwnitment'? Journal of Management, 10, 93-112.
- Wright, P., McMahan, G., & McWilliams, A. (1994). Human resources and sustained competitive advantage: A resource based perspective. International Journal of Human Resource Management, 5, 301-326.
- Wright, P.M., Gardner, T.M., &Moynihan, L.M. (2003). The impact ofHR practices on the performance ofbusin ess units. Human Resource Management Journal, 13, 21-36.
![](https://i-scholar.in/public/site/images/abstractview.png)
Abstract Views: 337
![](https://i-scholar.in/public/site/images/pdfview.png)
PDF Views: 0