Do commitment based human resource practices influence job embeddedness and intention to quit?

Ghosh, Debjani; Gurunathan, L.

doi:10.1016/j.iimb.2015.09.003

Cited by 39 publications

(28 citation statements)

References 48 publications

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“…(17). Krausert (2017) and Ghosh and Gurunathan (2015) concluded that there is a significant relationship between psychological empowerment's factor and the organizational performance (18,19). The findings of the present study regarding the importance of "motivation in human resources" are consistent with the results of some other studies (8,11,(17)(18)(19)(20).…”

Section: Discussionsupporting

confidence: 91%

Human Resource Development Indicators for the Iranian Judo Federation

Noudehi

Dousti

Razavi

et al. 2017

Ann. Appl. Sport Sci

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Objectives. The aim of this study was to identify and prioritize human resource development indicators for the Iranian Judo Federation. Methods. The present study was a combined (mixed) research. The research population consisted of officials from the Federation, the national team coaches and members, delegation officials, university professors, and other experts (n=96). The sampling was purposeful and based on availability. The data were collected by both-interviews and a researcher-designed questionnaire. Its content validity was confirmed by 10 professors who worked in the field of sports management. The reliability of the questionnaire was obtained using Cronbach's coefficient alpha (α=0.79). Results. According to the study, the four factors (in order of priority) for the development of human resources were as follows: motivation, training and promotion, performance evaluation, and absorption of the human resources. Conclusion. According to the results, motivation is the most important factor for the development of human resources and the Judo Federation authorities need to focus attention on motivational strategies to enhance performance and develop their country's human resources in this particular sport.

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Section: Discussionsupporting

confidence: 91%

Human Resource Development Indicators for the Iranian Judo Federation

Noudehi

Dousti

Razavi

et al. 2017

Ann. Appl. Sport Sci

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“…However, Zampoukos and Loannides (2015) stated that hospitality sector is the most visible component of the economy of tourism industry; it is labour intensive in nature Serafini and Szamosi (2015), and requires skilled and knowledgeable human power for it to deliver (Kusluvan, Kusluvan, Ilhan and Buyruk, 2010). In Ghosh and Gurunathan (2015) it was found that individual human resource practice is less effective on employees compared with the bundle of human resource management practices such as compensation, growth opportunity amongst others, which are more positively impactful on the employee job outcomes. .…”

Section: Introductionmentioning

confidence: 99%

Human resource management practices and organisational commitment: employeesâ€™ perspective in the Nigerian hospitality sector

Ohunakin

2017

PROSOC

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Employee commitment to the organisation is one of the major tools for building organisational capabilities towards gaining competitive advantage and effectiveness over others in any industry. However, this requires effective human resource management practices, thereby leading to favourable and enhanced organisational outcomes. This study seeks to examine the impact of three human resource management practices including: performance management, compensation system, and teamwork, on employee organisational commitment. To proffer a solution to the aforementioned objective, paper and pen data collection was done for 312 employees in six selected guesthouses in south-west Nigeria. SPSS and structural equation modelling (SEM) were used for analysing the data collected. The outcomes revealed positive and statistical significant effect of human resource management practices on the employee organisational commitment. This study concludes that, performance management, compensation system and teamwork play major role in boosting the employees' organisational commitment in the study sector.

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“…In the literature, many past studies have largely proven the significant influence of commitment-based HR practices (CBHRP) on increasing the performance of organizations (Chen & Huang, 2009;Lopez-Cabrales et al, 2005;De Winne & Sels, 2010). CBHRPs aim to implement various HR practices that work together to increase employee motivation and enhance their commitment to the organization (Ghosh & Gurunathan, 2015). When the employees are highly motivated and committed, they usually deliver high-quality performance and enable the organization to perform better.…”

Section: Commitment-based Hr Practices and Organizational Performancementioning

confidence: 99%

“…By doing so, it assists to establish stronger employer-employee relationship which in turn increasing their productivity and commitment (Collins & Smith, 2006;Ghosh & Gurunathan, 2015). The employees who are usually committed more productive and thus enhance the productivity of the organizations.…”

Section: Commitment-based Hr Practices and Organizational Performancementioning

confidence: 99%

The Relationship between Commitment-based HR Practices and Organizational Performance: The Role of Organizational Learning Capabilities as a Mediator

Chia

Yahya

Yean

2016

IMBR

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This study intends to investigate the relationship between commitment-based human resource practices (CBHRP) and organizational performance of the multi-national organizations in Malaysia with the present of organizational learning capability (OLC) as the mediator. The data were collected from 150 multi-national organizations, using a survey questionnaire. The returned response rate was 97 percent. A relevant statistical analytical such as regression analysis was used to test the hypotheses set forth in this study. The outcome of the analysis showed that the relationship between commitment-based HR practices and organizational performance was influence by organizational learning capability. The results imply that the multi-national organizations should enhance their CBHRP and OLC to strengthen their organizational performance.

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Do commitment based human resource practices influence job embeddedness and intention to quit?

Cited by 39 publications

References 48 publications

Human Resource Development Indicators for the Iranian Judo Federation

Human Resource Development Indicators for the Iranian Judo Federation

Human resource management practices and organisational commitment: employeesâ€™ perspective in the Nigerian hospitality sector

The Relationship between Commitment-based HR Practices and Organizational Performance: The Role of Organizational Learning Capabilities as a Mediator

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