Predictors of organizational commitment in India: strategic HR roles, organizational learning capability and psychological empowerment

Bhatnagar, Jyotsna

doi:10.1080/09585190701570965

Cited by 127 publications

(101 citation statements)

References 144 publications

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“…It is revealed also the organisational commitment was highly HRM practices on organisational commitment and significantly correlated with Islamic approach in HRM. This result is consistent with previous studies (Bhatnagar, 2007;Edgar and Geare, 2004;Joiner and Bakalis, 2006;Lok and Crawford, 2001;Yousef, 1999Yousef, , 2001. This paper has several important implications.…”

Section: Discussion Implication and Conclusionsupporting

confidence: 94%

Human resource management practices on organisational commitment

Hashim

2010

Personnel Review

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Islam urges all Muslims to perform their utmost best when they work. Giving the best requires full commitment. Employees' commitment is influenced by many factors, including the management styles within the organisation. This paper aims to examine the management of human resources from the Islamic perspective and its effects on organisational commitment among selected employees in Islamic organisations in Malaysia. Design/methodology/approach -The study employed a self-developed questionnaire that was personally distributed to employees. In total, 121 Muslim employees who work in various positions in eight Islamic organisations participated as respondents of this study. Findings -The findings revealed that the selected organisations frequently practise the Islamic approach in all its human resource management (HRM) functions. The results of correlation and regression analysis show that the Islamic approach in HRM was highly and significantly correlated to organisational commitment. About 45 per cent of the organisational commitment variance was explained by the Islamic approach in HRM. Practical implications -An introduction to the Islamic approach in HRM practices is an initial attempt to provide managers with an effective way of managing and understanding the people they work with. This knowledge would be useful to even non-Muslim managers. For Muslim human resource managers, it is essential for them to not only know but also to apply the Islamic approach in managing employees. Non-Muslim managers will have a better understanding of the expected behaviours of their Muslim employees. Muslim employees regardless for who they work are expected to be honest, trustworthy, and determined to continuously strive for the best. Originality/value -This study is unique from other previous studies. Instead of discussing Islamic management in general, this study explores in-depth every function of HRM based on authentic Islamic sources, as well as providing empirical evidence.

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Section: Discussion Implication and Conclusionsupporting

confidence: 94%

Human resource management practices on organisational commitment

Hashim

2010

Personnel Review

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“…The study concluded that psychological empowerment had a positive relationship with organizational commitment and organizational learning culture significantly moderated the relationship between these two variables. Several other studies also found similar trends regarding the relationship between various forms of empowerment and organizational commitment (Bhatnagar, 2007;Huang et al, 2006;Bogler and Somech, 2004;Janssen , 2004;Avolio, Zhu and Koh, 2004). Considering the findings from previous researches, this study also proposes that psychological empowerment may have a positive impact on organizational commitment in the context under consideration.…”

Section: Psychological Empowerment and Commitmentmentioning

confidence: 48%

Justice Enhances Commitment When Coupled With Empowerment

Durrani¹,

Li²,

Yalalova³

2017

Proceedings of the International Conference on Transformations and Innovations in Management

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This study explores the impact of organizational justice on employee commitment. It also analyzes the mediating role that psychological empowerment plays in the relationship between organizational justice and empowerment. The sample for this study consisted of 206 respondents from various service sector organizations of Pakistan. The results from the structural equation model analysis revealed that organizational justice was positively related to psychological empowerment and affective commitment. Furthermore, psychological empowerment partially mediated the relation between organizational justice and affective commitment.

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“…Similarly, Chand and Katou's (2007) survey on the impact of HRM practices on organizational performance in the Indian hotel industry also showed that hotel performance was positively related to good HRM practices. Bhatnagar's (2007b) study found that within a psychologically empowering climate, the strategic role of HR facilitates organizational learning capabilities, which lead to higher organizational commitment. Similarly, Biswas and Varma's (2007) study of firms in both public and private sectors in India revealed that individuals' perception of the psychological climate in the organization had a significant positive impact on their willingness to engage in organizational citizenship behavior, as well as on their job satisfaction levels.…”

Section: Strategic Hrm and Organizational Performance In Indiamentioning

confidence: 99%

“…While there is now a growing body of studies on strategic HRM and organizational performance in the Indian context (Amba- Rao, Petrick, Gupta, & Von der Embse, 2000;Bhatnagar, 2007b;Biswas & Varma, 2007;Budhwar & Boyne, 2004;Budhwar & Khatri, 2001;Chand & Katou, 2007;Paul & Anantharaman, 2003;Rao, 2007;Singh, 2003), these studies have not specifically explored HRM's role in innovation-oriented business strategy. In addition, conforming to the general trend of studies in HRM and organizational performance, these studies on India have primarily adopted a quantitative method, often with a single respondent at the senior level from each surveyed firm.…”

Section: Introductionmentioning

confidence: 99%

(How) Does the HR strategy support an innovation oriented business strategy? An investigation of institutional context and organizational practices in Indian firms

Cooke

Saini

2010

Human Resource Management

129

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This paper investigates how human resources are managed in fi rms of different ownership forms in India and the extent to which strategic human resource management (hereafter strategic HRM) techniques have been adopted to support an innovation-oriented business strategy. Based on a qualitative study of 54 Indian managers from different fi rms, this study highlights the Indian institutional context for strategic HRM. It reveals the extent to which the Western approach to and confi guration of high-commitment/performance models of HR practices may differ from those found in Indian fi rms. This study also has a number of practical implications for HR professionals, HR practices, and organizations in the global context.A general consensus pervades the strategic management literature that the ability for an Human Resource Management

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Predictors of organizational commitment in India: strategic HR roles, organizational learning capability and psychological empowerment

Cited by 127 publications

References 144 publications

Human resource management practices on organisational commitment

Human resource management practices on organisational commitment

Justice Enhances Commitment When Coupled With Empowerment

(How) Does the HR strategy support an innovation oriented business strategy? An investigation of institutional context and organizational practices in Indian firms

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