Innovative human resource management (HRM) practices as predictors of employee job involvement and organizational commitment

Abstract

This paper aims to investigate the innovative human resource management (HRM) practices that significantly influence employee job involvement and organizational commitment in selected large companies belonging to the Top 1000 corporations in the Philippines.The findings reveal that the subject companies are extensively implementing various innovative practices related to HRM functions that enhance employee job involvement and organizational commitment. HRM functions related to employee relations, training and development, and recruitment and selection are found to be significant determinants of job involvement. On the other hand, HRM functions related to employee relations, recruitment and selection, performance management, and compensation are found to be significant factors of organizational commitment. Employee relations proved to be the most significant predictor of employee job involvement and organizational commitment.

Seru Seisan‐ an innovation of the production management Mode in Japan

“…There is a strong desire to develop individual skills and promote team empowerment. An increasing number of enterprises have noticed the importance of employee job involvement and organizational commitment (Edralin, 2008). The requirement for a human-oriented design of work circumstance thus begins to emerge.…”

The pursuit of HR outsourcing in an emerging economy: The effects of HRM strategy on HR labour costs

“…By outsourcing their HR activities, organizations seek to reduce their costs while simultaneously enabling the HR function to play a more active strategic role in the life of the business (Cooke Shen, & McBride, 2005;Sheehan & Cooper, 2011). Previously, HR managers have traditionally been responsible for selecting, hiring, training, and managing compensation of the workforce; they are now expected to be more flexible, responsive, and efficient in these activities, as well as contribute to the strategic decisions of their organizations (Edralin, 2008;Ulrich, Younger, & Brockbank, 2008). Previously, HR managers have traditionally been responsible for selecting, hiring, training, and managing compensation of the workforce; they are now expected to be more flexible, responsive, and efficient in these activities, as well as contribute to the strategic decisions of their organizations (Edralin, 2008;Ulrich, Younger, & Brockbank, 2008).…”

“…HR activities that are outsourced are those that are administrative, mundane, and routine such as recruitment of contract workers and organizing one-off training courses (Khatri, 2000). Previously, HR managers have traditionally been responsible for selecting, hiring, training, and managing compensation of the workforce; they are now expected to be more flexible, responsive, and efficient in these activities, as well as contribute to the strategic decisions of their organizations (Edralin, 2008;Ulrich, Younger, & Brockbank, 2008). In meeting the demands of this shift in the HR paradigm, many organizations consider outsourcing as an essential cost-saving option that permits the HRM department to shift resources from routine administration, enabling them to assume a more strategic role by focusing on higher value-added activities (Delmotte & Sels, 2008;McCracken & McIvor, 2013).…”

“…SHRM sees the HR system as one of many organizational systems (such as the finance system, marketing system, production system, and so on) that contribute to the formulation of the organization's overall business strategy (Huselid, 1995). In this regard, an HRM strategy is concerned with managing people (through recruitment, development, appraisal, compensations, and work systems) in order to achieve the overall organizational objectives (Edralin, 2008;Fombrun, Tichy, & Devanna 1984).…”

Conjoint analysis on preferences of HRD managers and employees for effective implementation of m-learning: The case of South Korea

“…Therefore, firms must provide personalized and customized learning 261 courses and implement culture for knowledge and experiences to be shared across the organization regardless of time and 262 space. 263 Although excellent business strategy and efficient resource management are important for firms' growth, it is human 264 resource that ultimately determines future growth (Edralin, 2008). In this perspective, m-learning is not just an innovation 265 where latest ICT is applied to education.…”