Determinants of Organisational Commitment Among Generation -Y in the Malaysian SMEs

Ganesan, Jaya; Mun, Lee Kar; Raman, Kavitha

doi:10.5539/mas.v11n12p48

Cited by 3 publications

(2 citation statements)

References 10 publications

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“…Likewise, Chen (2019) also indicated that Millennial in Malaysia are currently dominating a large number of working movements as they comprises 50 per cent of the workforce in 2020 and expected to increase to 75 per cent by the year 2025. On the other hand, the study by Ganesan et al (2017) have found out that pay and benefits, training, leadership style, organisational culture and job satisfaction had significant relationship with organisational commitment among Gen Y SMEs employees in Malaysia. Additionally, the chances that employees will remain committed to the organisation rely mainly on their level of productivity and the organisation's commitment to support them (Lee & Chen, 2013;Osa & Amos, 2014).…”

Section: Introductionmentioning

confidence: 95%

The Study on Human Resource Practices and AMO Model and Its Impact on Employee Commitment among Gen Y SMEs Employees in Selangor, Malaysia

Ayub

Johar

Khairi

2021

IJBS

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Researchers and practitioners have been very enthusiastic and spend the most determinations to study all possible means in order to grab the most advantage from their human resources (HR) especially the Gen Y employees. These employees are pertinent to the part of organisation’s strategic business plan and contribute to the organisation’s performance as well as sustainable competitive advantage. Hence, employee commitment remains a key challenge especially in small and medium enterprises (SMEs) in Malaysia. The purpose of this paper is to investigate the relationship of compensation, training, employee involvement as well as the ability, motivation and opportunity (AMO) model towards employee commitment. The study also seeks to provide the theory-based empirical evidence that the role of AMO model as a mediator in achieving the commitment of employees and used Social Exchange Theory (SET) in order to explain the theoretical rationale of the study model. A total of 168 Gen Y employees representing SMEs service sectors in Selangor, Malaysia participated in this study. Partial Least Square-Structural Equation Modelling (PLS-SEM) was utilised in order to explain the relationship among HR practices towards employee commitment as well as AMO model as a mediator. A key finding that emerged from the analysis showed that only training has direct relationship toward the employee commitment and AMO model plays an important role in gaining employee commitment as it mediates the relationship of employee involvement. However, compensation has no effect in any relationship. Particularly, this study has helped to place the human resource practices, AMO model and employee commitment in the SET by giving a new perspective theoretically that the correct approach of gaining commitment of employees by providing the appropriate practices that employee will reciprocate in return. Also, it showed that Gen Y employees are seeking more involvement than compensation in order to commit themselves. SMEs should involve employees in their daily activities or any decision-making and offers other recognition programs, as money and remuneration are no longer a motivational urge for employees to become committed. Moreover, the findings could therefore serve as a turning point for SMEs to start concentrating and provide more job-related training so that employees can upgrade their skills particularly in this Industrial 4.0 era, where everything changes greatly in the way they deal with others.

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Section: Introductionmentioning

confidence: 95%

The Study on Human Resource Practices and AMO Model and Its Impact on Employee Commitment among Gen Y SMEs Employees in Selangor, Malaysia

Ayub

Johar

Khairi

2021

IJBS

View full text Add to dashboard Cite

show abstract

“…In exchange, the rewards are found to instil a perception of support by the organisation in the minds of the employees, enhancing their commitment (Heathfield 2016). Furthermore, fairness in recognition and distribution of rewards signals out the organisation's concern over its employees increases the commitment of employees with the organisation (Ganesan, Mun & Raman 2017;Huynh 2015). Similarly, Bustamam, Teng and Abdullah (2014) posited that an employee who is satisfied with the rewards provided by an employer voluntarily reciprocates and continually shows a high level of commitment.…”

Section: Organisational Rewards and Organisational Commitmentmentioning

confidence: 99%

Women-friendly human resource management practices and organisational commitment amongst female professionals

Munongo

Pooe

2021

Acta Commercii

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Orientation: Despite the growing feminisation of the global labour market, discrimination against women in the workplace remains entrenched. Such discrimination of women is largely attributed to human resources management (HRM) policies and management practices which are inherently masculine, designed by men for men.Research purpose: The aim of this study was to explore the influence of human resources management practices on the organisational commitment among female professionals in Zimbabwe.Motivation for the study: Notwithstanding the growing scholarly interest in the factors which can help retain women in the workplaces, there remains a paucity of studies from developing countries on how HRM practices influence female professionals’ organisational commitment in the workplace. Dearth in empirical literature is pronounced in Africa, particularly in a society such as Zimbabwe punctuated by patriarchy and an economy that has been depressed for over two decades.Research design, approach and method: The study adopted a quantitative research approach and employed a cross-sectional survey of 210 female professionals employed in the private and public sectors in Zimbabwe. Structural equation modelling was employed for data analysis using AMOS 25.0.Main findings: The results of the study revealed positive and significant relationships between women-friendly HR management practices and organisational commitment of female employees.Practical/managerial implications: Premised on these findings, the study recommended that it is imperative for HR management to implement non-discriminatory rewards systems, increase family-friendly policies, prioritise continuous training and charter clear progressive career development programs for the female employees.Contribution/value-add: This study provides managers with a better perspective of the predictors of organisational commitment among female professionals in an African context.

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Applications of SOR and para-social interactions (PSI) towards impulse buying: the Malaysian perspective

Lee

Gan

2020

J Market Anal

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Determinants of Organisational Commitment Among Generation -Y in the Malaysian SMEs

Cited by 3 publications

References 10 publications

The Study on Human Resource Practices and AMO Model and Its Impact on Employee Commitment among Gen Y SMEs Employees in Selangor, Malaysia

The Study on Human Resource Practices and AMO Model and Its Impact on Employee Commitment among Gen Y SMEs Employees in Selangor, Malaysia

Women-friendly human resource management practices and organisational commitment amongst female professionals

Applications of SOR and para-social interactions (PSI) towards impulse buying: the Malaysian perspective

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