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This article examines the links between employees' satisfaction with HR practices and their commitment to the organisation. It draws on recently collected data to examine these links for three groups of employees: professionals, line managers and workers. Satisfaction with some HR practices appears to be linked to the commitment of all employees, while the link for others varies befuwn the three employee groups. These findings pose a challenge to the universalistic model of HRM and have implications for those seeking to design practices that will improve organisational commitment.

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This paper identifies the interrelationship between the nature of knowledge assets (inputs), HR practices and types of organisational learning (outputs) in Professional Service Firms (PSFs). First, we draw on a theoretical framework which includes both exploitive and explorative learning and is appreciative of the time‐dimensions within which PSFs operate (accelerated‐planned). This juxtaposition identifies four learning orientations. Second, we conduct a thematic analysis of multiple case study data to identify the properties of the dominant knowledge assets and the HR practices that underpin each learning orientation. Finally, we highlight the HR approaches to managing the tensions which arise when exploitive and explorative learning are combined.