HRM practices and organizational commitment profiles |
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| Authors: | Ian R Gellatly Karen H Hunter Luanne G Currie P Gregory Irving |
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| Institution: | 1. School of Business, University of Alberta , Edmonton, Alberta, Canada ian.gellatly@ualberta.ca;3. School of Business, University of Alberta , Edmonton, Alberta, Canada;4. School of Business and Economics, Wilfrid Laurier University , Waterloo, Ontario, Canada |
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| Abstract: | 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. |
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| Keywords: | employee commitment organizational commitment strategic HRM worker-centered approach to HRM |
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