Human resource practices and organizational commitment: A deeper examination

Wright, Patrick M.; Kehoe, Rebecca R.

doi:10.1177/1038411107086540.

Cited by 106 publications

(131 citation statements)

References 71 publications

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“…Studies have shown that OC is one of the important aspects of understanding and predicting employees' work behavior and performance (Wright & Kehoe, 2008). Meyer (2009) indicated that OC is related to employees' physical and psychological well-being.…”

Section: Literature Reviewmentioning

confidence: 99%

Job Satisfaction, Organizational Commitment and Stress among Offshore Oil and Gas Platform Employees

Harun¹,

Salleh²,

Memon³

et al. 2014

ASS

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Working offshore on an oil rig is perceived as a challenge to many people. Having to live and work at the same site, shift-work schedule with long working hours, high risks and remote work environment; are some common features of an offshore job. High job satisfaction (JS), strong organizational commitment (OC) and minimal stress (St) are key factors to retain the offshore oil and gas platform employees. This is critical to oil and gas companies as skilled and experienced employees are highly demanded in the industry. This study aimed to examine the level of job satisfaction, organizational commitment and stress among oil rig employees (n=214) situated in the coast of East Malaysia. This study also analyzed the relationship between the three variables. The data was collected using a self-administered questionnaire. The findings suggested a moderate level of stress and job satisfaction, while organizational commitment was found to be quite high among the respondents. Job satisfaction was found to have significant positive association with organizational commitment, on the other hand stress was found to be negatively correlated to OC & JS. The implications of these findings for practice and theory in the field of Human Resource Management are discussed.

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Section: Literature Reviewmentioning

confidence: 99%

Job Satisfaction, Organizational Commitment and Stress among Offshore Oil and Gas Platform Employees

Harun¹,

Salleh²,

Memon³

et al. 2014

ASS

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“…Although these practices are distinct, they are interrelated. To be effective in the accomplishment of the organizational goals and objectives, they have to be managed as a system (Wright & Kehoe, 2008). According to Dyer and Reeves (1995), HR practice bundles tend to yield sustainable performance outcomes than are individual practices.…”

Section: Human Resource Management (Hrm) Practicesmentioning

confidence: 99%

The Role of Human Resource Management Practices in Enhancing Internal Branding

Said¹,

Alshuaibi²,

Shamsudin³

et al. 2016

European Proceedings of Social &Amp; Behavioural Sciences

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Employees are the ones who deliver the brand promise and experiences to the external stakeholders, i.e. customers. Whether or not the customers will have a favorable brand experience or not depends much on the way the employees deliver the brand value and promises. One of the ways the organization can achieve this is by aligning its external branding strategy with the internal one. In this paper, we discuss the role of human resource management (HRM) practices in the development, promotion, and enhancement of internal branding initiatives in the organization. Through hiring practices, training and development, performance appraisal, compensation, and internal communication and feedback, employees will be able to internalize, embrace, and deliver the brand value and promises to the external customers. In this sense, the HRM practices can be seen as an enabler for the employees to live the brand and become the brand. Living the brand is reflected in their personal values and brandrelated attitudes and behavior. In essence, when it comes to branding strategy execution, the HR department needs to participate actively in the process.

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“…Hence, researchers interested in managing human capital have increasingly focused on human resource practices as instrumental in building the human capital that makes up resources and capabilities (Wright and Kehoe, 2008). Since firms are searching for means to develop sources of competitive advantage, investigators and experts have looked at firms' human resources (Wright et al, 2001).…”

Section: Discussionmentioning

confidence: 99%

“…These studies reveal that HRP have a positive effect on firm performance. Most of the literature on the relationships between HRP and firm performance explained the direct relationships of the practices on performance (Chan et al, 2004;Gooderhama et al, 2008;Guerrero and Didier, 2004;Lee et al, 2005;Liu and Chow, 2007;Mavondo et al, 2005;Ngo et al, 2008;Wood et al, 2006;Wright and Kehoe, 2008). Researchers have investigated the effects of HRP on organizational citizenship behaviours (OCBs) (Guest et al, 2004;Zhang et al, 2008).…”

Section: Introductionmentioning

confidence: 99%

The Impact of Human Resource Practices and Organizational Citizenship Behaviors on Firm Performance

Robert¹

2012

American Journal of Applied Sciences

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Problem statement:The examination of organizational citizenship behaviors as the mediating variable through which human resource practices affect firm performance is still scarce. Approach: This study examined the mediation effects of organizational citizenship behaviors on the relationships between selected human resource practices and firm performance. The human resource practices studied were reward and performance appraisal practices and firm performance was studied in terms of quality of services. Data were collected from a sample of 179 branches of two banks in Tehran, Iran. The participants in this study included 176 managerial employees, 352 non-managerial employees and 871 customers. To achieve these objectives a mediation model was tested using structural equation modeling procedure to examine if the hypothesized model fit the data. Results: The results showed that organizational citizenship behaviors fully mediated the relationships between reward practices and quality of services and partially mediated the relationships between performance appraisal practices and quality of services. Conclusion/Recommendations: The findings of this study suggest that human resource practices play a critical role in enhancing employees' organizational citizenship behaviors and firm performance. Organizational citizenship behaviors mediate the effects of reward and performance appraisal practices on service quality. To improve service quality, employers should improve reward and performance appraisal practices since these practices have an impact on employees' organizational citizenship behaviors which in turn would affect service quality.

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Human resource practices and organizational commitment: A deeper examination

Cited by 106 publications

References 71 publications

Job Satisfaction, Organizational Commitment and Stress among Offshore Oil and Gas Platform Employees

Job Satisfaction, Organizational Commitment and Stress among Offshore Oil and Gas Platform Employees

The Role of Human Resource Management Practices in Enhancing Internal Branding

The Impact of Human Resource Practices and Organizational Citizenship Behaviors on Firm Performance

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