Employee's acceptance of new HRM practices and organizational commitment: a case of university A

Abstract

Employee's acceptance of new HRM practices and organizational commitment : a case of university A Kazuki MATSUYAMA (Kinki University Business Administration)The purpose of this paper is to investigate what makes employee accept new HRM practices. This study also examines the relationship between acceptance of this new HRM practices and organizational commitment. We researched a private university which announced a policy to come to attach importance to education. It was found that employee recognize more consistency between organizational strategy and HRM practice, employee more esteem the HRM practice. Furthermore, it was verified that continuance commitment had negative effect to employee's acceptance of new HRM practice intended organizational change.

The relationship between human resource management practices and organisational citizenship behaviour

“…Jordanian universities have the ability to spearhead strategic implementation process and implement HRM practices. The development of strategic goals, establishing a connection between the motivation and structure of rewards that enable to accomplish the outcome and creating policies as well as procedures for the appropriate usage of strategic implementation are vital issues for Jordanian universities (Al Adresi & Darun, 2017;Allui & Sahni, 2016;Matsuyama, 2006;Mesilhy & Ismail, 2018).…”

“…The significance of studying OC in this context is connected to behavioural orientation when there is little anticipation of formal organisational pay-off for performance (Claudia, 2018). Therefore, researchers within the HRM field are starting to recognise the relevance of OC and OCB for their endeavours, and studies linking the two are now beginning to emerge (Matsuyama, 2006;Suifan, 2015).…”