Additive Effects of Performance- and Commitment-Oriented Human Resource Management Systems on Organizational Outcomes

Abstract

Exploring the duality and balance research on human resource management (HRM), this study established two different HRM systems or bundles based on distinct guiding principles—the performance-oriented HRM system and the commitment-oriented HRM system. This study investigated whether the performance- and commitment-oriented HRM systems or bundles with different philosophical backgrounds have their own independent and additive effects on organizational outcomes. The relationships between these HRM systems and organizational outcomes were examined with 1735 firm-period samples in the longitudinal setting. The empirical results show that the commitment-oriented HRM systems have independent and additive effects on organizational commitment and human capital. However, the performance-oriented HRM systems have no independent and additive effect on organizational outcomes. Our study also indicates that increasing the performance-oriented HRM practices can be redundant and unnecessary unless firms have sufficiently high levels of the commitment-oriented HRM practices. Given that the definition and measures of commitment-oriented HRM bundles nearly match the characteristics of sustainable HRM, we thus argue that the commitment-oriented HRM systems have more potential to improve not only organizational outcomes and performance, but also human and social sustainability, than the performance-oriented HRM systems.

Human resources development as an element of sustainable HRM – with the focus on production engineers

“…This approach promotes basing an HRM strategy on fostering a culture of trust and cooperation and on developing employee involvement, one component of which is loyalty to one’s employer. The soft approach to HRM aims to achieve adequate financial results, but through the policy of building a good “employer–employee relationship.” A soft strategy – according to the research – is effective in retaining an employee for a longer period of time in an organization and encouraging them to share knowledge, work more productive, act with passion and commitment, generate creative ideas in order to achieve the business goals ( Smaliukienė et al., 2017 ; Ogbeibu et al., 2018 ; Kim and Shin, 2019 ; Meier et al., 2019 ). Recently, significantly more interest in this concept has been observed, but the literature discussing this issue is fragmentary and highly diverse.…”

Developing Smart City 5.0 Framework To Produce Competency

“…It hopes that it will no longer fail to understand technology (clueless). But the community must be able to use it very easily [24], [25], changes to receive new knowledge that can develop the area; the habit of two-way discussion in implementing something. The reality in seeing something and logical [26], [27]; have high competence in communicating to achieve those good things in the future.…”

Current Situation of Competence-Based Human Resources Management in the Context of Turkish Public Institutions

“…Bu ilişkiler ise örgütün performansı ve finansal sonuçları üzerinde önemli bir etkiye sahiptir. İkincisi ise hızla değişen çevresel koşullar, iş yapma yol, yöntem ve araçlarında da değişime neden olduğundan, çalışanların bu gelişmelere adapte edilerek, gerekli yetkinlikler konusunda güncellenmesi yüksek performans için bir gerekliliktir (Kim ve Shin, 2019;Meier, Stephenson ve Perkowski, 2019). Gelişim faaliyetlerindeki etkinliğin artırılmasının bir yolu da yetkinlik çerçevesidir.…”