The Moderation Effect of Hr Strength on the Relationship Between Employee Commitment and Job Performance

Abstract

In this study a hierarchical linear model was employed to identify the specific relationships between employee affective commitment, employee perceptions of HR practices and job performance, and the moderating effect of HR strength was examined, using the extent to which employers and employees share the same perceptions of HR practices as a proxy for consistency. The data were collected via structured questionnaire from hairdressing salons throughout Taiwan. Usable questionnaires from 307 hairdressers and 103 shop owners constituted individual- and organizational-levels of data. We found that the more consistent the perception of HR practices between hairdressers and shop owners, the greater the employee affective commitment to the organization, emphasizing the value of HR practices in communicating clear and direct signals to employees regarding norms and expectations.

How Job Involvement Moderates the Relationship Between Organizational Commitment and Job Satisfaction: Evidence in Vietnam

“…This study found that positive organizational support had a strong positive relationship towards affective commitment and continuance commitment, whilst a small negative relationship to normative commitment. Researchers argued that the level of employee commitment is also affected by employees' perception of organizational support and security of employment with an organization (Kacmar et al, 2003;Chen et al, 2007).…”

“…Several studies found that organizational support and the relationship between employer and employee affect employees' satisfaction (Karrasch, 2003;Karsh, Booske, & Sainfort, 2005) and organizational commitment (Karrarsch, 2003). The level of the organizational commitment is affected by employees' perception of organizational support and security of employment with an organization (Chen, Lin, Lu, & Taso, 2007;Kacmar, Witt, Zivnuska, & Gully, 2003); the more satisfaction and commitment the employees have, the more successful the organization will be in reaching their goals and gaining a competitive advantage. Mowday, Porter, and Steers (1982) argued that without a significant level of employee commitment, an organization will not survive.…”

The Relationships Between MBO System Strength and Goal‐Climate Quality and Strength

“…Prior studies that follow this conceptual model have often focused on development of HRM strength measures (Coelho, Cunha, Gomes, & Correia, ; Delmotte, De Winne, & Sels, ; Gomes, Jorge, Coelho, Correia, & Cunha, ), or conducting partial tests of the theory by examining the relationships between some of the metafeatures and employees’ intentions and attitudes (S. J. Chen, Lin, Lu, & Tsao, ; Li et al, ; Sanders et al, ) and organizational performance (Cunha & Cunha, ; Cunha, Cunha‐Kintana, Morgado, & Brewster, ). However, these efforts have as yet been preliminary and limited in their scope.…”

‘Committed, motivated and joyful?’ Job satisfaction and organisational commitment of managers at a South African public utility

“…According to Wasti (2003:304), affective commitment has the strongest and most consistent difference with advantageous outcomes for the organisation, and this has been very well researched. This is confirmed by the meta-analyses conducted by Mathieu and Zajac (1990), who suggest that the majority of research indicates that affective commitment can be expected to have the strongest positive impact upon desirable employee behaviours and, according to Chen et al (2007Chen et al ( :1130, on job performance. OC at the same time provides employees with stability and feelings of belonging and thereby contributes to reduced stress and increased health and well-being in organisations (Mathieu & Zajac 1990;Siu 2002).…”