The effects of HRM practices and antecedents on organizational commitment among university employees Smeenk, S.G.A.; Eisinga, R.N.; Teelken, J.C.; Doorewaard, J.A.C.M. Take-down policy If you believe that this document breaches copyright please contact us providing details, and we will remove access to the work immediately and investigate your claim. Abstract This paper examines which factors affect organizational commitment among Dutch university employees in two faculties with different academic identities (separatist versus hegemonist, Stiles, 2004). The analyses of Web survey data reveal that in the separatist faculty decentralization, compensation, training/development, positional tenure and career mobility have significant effects. Age, organizational tenure, level of autonomy, working hours, social involvement and personal importance significantly affect the employees' organizational commitment in the hegemonist faculty. Participation, social interactions and job level are factors that are important in both faculties. The findings indicate that the set of factors affecting the organizational commitment of employees differs between the separatist and hegemonist faculties. The findings empirically support the argument that different configurations or 'bundles' of HRM practices (Delery and Doty, 1996;Guest, 1997) are suited for organizations with different identities. Explanations for the observed relationships, implications and limitations of the study are discussed.

To achieve efficient and effective quality improvement, European universities have gradually adopted organizational strategies, structures, technologies, management instruments, and values that are commonly found in the private business sector. Whereas some studies have shown that such managerialism is beneficial to the quality of job performances of university employees, others have argued that managerialism is largely counterproductive and that it results in lower performances. The latter situation is called a 'managerialism contradiction'. This paper tests two lines of reasoning underlying a potential contradiction governing the relationship between managerialism and job performances, while using university employee survey data from six European countries (Belgium, Finland, Germany, Netherlands, Sweden, UK). The results tend to support the assumption that managerialism, in these six countries at least, has a positive effect, albeit a modest one, on the quality of performances. The most important conclusion is therefore that there is no managerialism contradiction at work in European universities.

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The WWW is increasingly used as a tool and platform for survey research. Several principles have been developed to deal with the new challenges posed to researchers conducting online surveys. In this paper, we discuss some of the challenges we encountered in all phases of our Web based survey conducted in 2004/2005 among nearly 10,000 respondents in six European countries. We argue how and to what extent we applied the principles and methodologies of online surveys to meet the challenges, ranging from composing sampling frames, questionnaire construction, addressing potential respondents, questionnaire distribution, response rate improvement, to data cleaning and data processing. When relevant, we discuss the differences between the six countries involved. It is concluded that many if not most of the problems encountered in online surveys are solved when taking into account the principles that guide the conduct of conventional surveys.