HRM Practices and Organizational Commitment Profiles
The International Journal of Human Resource Management, Vol. 20, Issue 4, 2009
Posted: 28 May 2013
Date Written: April 29, 2008
In this study, we examined how employee perceptions of development-oriented, stability-oriented, and reward-oriented human resource management (HRM) practices affected the likelihood of affective and continuance commitment profile membership. Our focus on profiles of combined commitment components is a departure from a literature dominated by studies of the separate forms of employee commitment. Drawing from self-determination theory (Deci and Ryan 2000) we described the nature of the psychological states believed to underlie the specific profiles under investigation, then tested a series of theoretical predictions concerning the link between HRM practices and the likelihood of profile membership. Predictor and criterion data for this study were collected from 317 respondents working in a variety of Canadian-based organizations. Our findings suggest ways that organizations can use HRM practices strategically to help shape the nature of overall employee commitment.
Keywords: employee commitment, organizational commitment, strategic HRM, worker-centered approach to HRM
Suggested Citation: Suggested Citation