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HRM Practices and Organizational Commitment: Test of a Mediation Model

HRM Practices and Organizational Commitment: Test of a Mediation Model This study was conducted to examine the mechanisms involved in observed relations between human resource management (HRM) practices and employee commitment. Employees (N = 281) from several organizations completed a survey that included measures of (a) the quality of HRM practices pertaining to performance appraisal, benefits, training, and career development used in their organizations, (b) procedural justice and organizational support, and (c) affective, continuance, and normative commitment to the organization. Structural equation modeling analyses revealed that relations between employees' evaluations of HRM practices and their affective and normative commitment were largely mediated by perceptions of organizational support and procedural justice. These findings support previous claims that, although HRM practices can be valuable tools in the establishment and maintenance of employee commitment, their effects are neither direct nor unconditional. Résumé Cette étude avait pour but d'examiner certains mécan‐ismes intervenant dans le lien entre les pratiques de ges‐tion des ressources humaines et l'engagement des employés. Des employés (N=281) de plusieurs organisations ont rempli un questionnaire incluant des mesures de: (a) qualité des pratiques de gestion des ressources humaines en matière d'évaluation du rendement, de compensation, deformation et de développement profes‐sionnel, (b) justice en matiere de procedure et soutien organisationnel, et (c) engagement organisationnel affectif, continuation, et normatif. Des analyses basées sur la modélisation d'équations structurelles ont révélé que les liens entre l'évaluation par les employés des pratiques de gestion des ressources humaines et leur engagement affectif et normatif étaient en grande partie médiatisés par leur perception du soutien organisationnel et de justice en matière de procedure. Ces résultats corroborent le fait que malgré l'importance des pratiques de gestion des ressources humaines dans l'étab‐lissement et le maintien de l'engagement des employés, leurs effets ne sont ni directs ni inconditionnels. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de L'Administration Wiley

HRM Practices and Organizational Commitment: Test of a Mediation Model

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Publisher
Wiley
Copyright
Copyright © 2000 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0825-0383
eISSN
1936-4490
DOI
10.1111/j.1936-4490.2000.tb00231.x
Publisher site
See Article on Publisher Site

Abstract

This study was conducted to examine the mechanisms involved in observed relations between human resource management (HRM) practices and employee commitment. Employees (N = 281) from several organizations completed a survey that included measures of (a) the quality of HRM practices pertaining to performance appraisal, benefits, training, and career development used in their organizations, (b) procedural justice and organizational support, and (c) affective, continuance, and normative commitment to the organization. Structural equation modeling analyses revealed that relations between employees' evaluations of HRM practices and their affective and normative commitment were largely mediated by perceptions of organizational support and procedural justice. These findings support previous claims that, although HRM practices can be valuable tools in the establishment and maintenance of employee commitment, their effects are neither direct nor unconditional. Résumé Cette étude avait pour but d'examiner certains mécan‐ismes intervenant dans le lien entre les pratiques de ges‐tion des ressources humaines et l'engagement des employés. Des employés (N=281) de plusieurs organisations ont rempli un questionnaire incluant des mesures de: (a) qualité des pratiques de gestion des ressources humaines en matière d'évaluation du rendement, de compensation, deformation et de développement profes‐sionnel, (b) justice en matiere de procedure et soutien organisationnel, et (c) engagement organisationnel affectif, continuation, et normatif. Des analyses basées sur la modélisation d'équations structurelles ont révélé que les liens entre l'évaluation par les employés des pratiques de gestion des ressources humaines et leur engagement affectif et normatif étaient en grande partie médiatisés par leur perception du soutien organisationnel et de justice en matière de procedure. Ces résultats corroborent le fait que malgré l'importance des pratiques de gestion des ressources humaines dans l'étab‐lissement et le maintien de l'engagement des employés, leurs effets ne sont ni directs ni inconditionnels.

Journal

Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de L'Administration – Wiley

Published: Dec 1, 2000

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