HRM Practices and Organizational Commitment: Test of a Mediation Model

Meyer, John P.; Smith, Catherine

doi:10.1111/j.1936-4490.2000.tb00231.x

Cited by 516 publications

(439 citation statements)

References 56 publications

(61 reference statements)

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“…Whilst to date not many studies have looked into the effect of internal communication towards the employees' continuance commitment to change, yet this study has been supported by previous studies at which it found that internal communication worked as a lift to generate trust among employees' relationships (e.g., Meyer & Smith, 2001;Togna, 2014). Rousseau (2004) stated that one of company's obligations towards their employees is offering them the opportunities for their career development as a psychological contract.…”

Section: Business Management and Strategysupporting

confidence: 61%

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The Effect of Internal Communication on Employees’ Commitment to Change in Malaysian Large Companies

Marchalina¹,

Ahmad²

2017

BMS

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Employees' commitment seems to be vital in decision making for any organizations in order to be able in business competition and to adapt with changes. The commitment among employees can be a crucial tool for improving their performance in organizations. Communication is needed to raise awareness among employees on the need of change as well as creating the readiness to the change whereby it leads to the commitment to change. The objective of this paper is to examine the influence of internal communication on employees' commitment to change. Apparently, this issue likely has attracted the attention among either scholars or researchers. The theoretical contribution has been added in this study by investigating the effect of internal communication in influencing employees' commitment to change. A survey of structured questionnaire was conducted in five-hundred fifty employees in Malaysian large companies. The significant relationship has been found between internal communication and employees' commitment to change through multivariate regression analysis. Moreover, the implications to practice and theory are discussed.

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Section: Business Management and Strategysupporting

confidence: 61%

“…Affective commitment refers to emotional attachment among employees to commit in a company (Khan et al, 2010). Internal communication strengthen the employees' trust through the enhancement feelings of the messages given from the organization towards employee levels of affective commitment (Meyer & Smith, 2001).…”

Section: Discussionmentioning

confidence: 99%

The Effect of Internal Communication on Employees’ Commitment to Change in Malaysian Large Companies

Marchalina¹,

Ahmad²

2017

BMS

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“…Employee training and trust in organization is positively related and significant. Meyer & Smith (2000) suggested that the influence of training, and affective commitment was largely mediated by organizational trust. Therefore, the following hypothesis is suggested:…”

Section: Employee Trainingmentioning

confidence: 99%

The Mediating Effect of Organizational Trust on Human Resource Management and Affective Commitment

Shahid

Zain

Alam

2017

IJHRS

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This research empirically examines the mediating role of organizational trust on human resource management, and affective commitment. An independent variable may not provide the significant effect on a dependable variable whereas, the effect may be found significant through a third variable or indirect relationship. Thus, the research paradigm is determining the function of indirect variable whether it role as a full mediator or a partial mediator in the relationship analysis. The study is based on human resource management, employee psychology and organizational behavior literature, hypotheses were tested by using Baron and Kenny's mediating analysis. The study reported mixed results on research key variables. Theoretically, the study contributes to conceptualized human resource management practices affective commitment and organizational trust theory. It also provides practitioners' implications and awareness that lack of organizational trust, employee affective commitment might be reduced and management can be failure to accomplish organizational success and managerial acumen.

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“…According to Meyer and Allen (1991), to ensure the effective delivery ability of employees, effective training programmes to develop are sacrosanct for the employees to perform well on the job and to influence their motivation and commitment. Similarly, Youndt et al (1996) noted that firms pursuing a qualitative delivery ability of their workforce must find it necessary to invest in 'human-capital-enhancing' activities such as training, in order to enhance the performance improvements in productivity and customer satisfaction.…”

Section: Introductionmentioning

confidence: 99%

Leadership training and delivery prospects of team leaders in Communication Network Support Services Limited, Ilorin

Olatunji¹,

Ojelabi²,

Isiaq³

et al. 2017

APSDPR

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Training and development of staff has been one of the key focuses of every human resources department of any formal work organisation. This is as a result of the realisation that training is an important determinant of people’s behaviour as well as their general delivery ability at work. In realisation of this, intellectuals and researchers in industrial relations generally have put vested interest in the phenomena of training and work delivery ability. However, despite the enormous volume of literatures available in this regard, very few among them have specifically examined the importance of leadership training as a possible determinant of work delivery. Thus, this study is an attempt to cover this gap. In order to achieve this objective, survey design was used as the research design for the study. A questionnaire was used to elicit information from the respondents, while simple random sampling technique was used to select the study sample. Frequency distribution and percentage were used as descriptive tools, while chi-square was used as an inferential statistical tool in the study. The study found out that leadership training has a significant relationship with the identified work delivery elements measured in the study. The study concluded that leadership training has a significant effect on delivery ability of team leaders and thus recommended that leadership training should be given utmost priority in work organisations so that work delivery prospects of the employees could be realised.

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HRM Practices and Organizational Commitment: Test of a Mediation Model

Cited by 516 publications

References 56 publications

The Effect of Internal Communication on Employees’ Commitment to Change in Malaysian Large Companies

The Effect of Internal Communication on Employees’ Commitment to Change in Malaysian Large Companies

The Mediating Effect of Organizational Trust on Human Resource Management and Affective Commitment

Leadership training and delivery prospects of team leaders in Communication Network Support Services Limited, Ilorin

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