IngentaConnect HRM practices and organizational commitment profiles

Authors: Gellatly, Ian¹; Hunter, Karen¹; Currie, Luanne¹; Irving, P. Gregory²

Source: International Journal of Human Resource Management, Volume 20, Number 4, April 2009 , pp. 869-884(16)

Publisher: Routledge, part of the Taylor & Francis Group

Abstract:

In this study, we examined how employee perceptions of development-oriented, stability-oriented, and reward-oriented human resource management (HRM) practices affected the likelihood of affective and continuance commitment profile membership. Our focus on profiles of combined commitment components is a departure from a literature dominated by studies of the separate forms of employee commitment. Drawing from self-determination theory (Deci and Ryan 2000) we described the nature of the psychological states believed to underlie the specific profiles under investigation, then tested a series of theoretical predictions concerning the link between HRM practices and the likelihood of profile membership. Predictor and criterion data for this study were collected from 317 respondents working in a variety of Canadian-based organizations. Our findings suggest ways that organizations can use HRM practices strategically to help shape the nature of overall employee commitment.

Keywords: employee commitment; organizational commitment; strategic HRM; worker-centered approach to HRM

Document Type: Research article

DOI: 10.1080/09585190902770794

Affiliations: 1: School of Business, University of Alberta, Edmonton, Alberta, Canada 2: School of Business and Economics, Wilfrid Laurier University, Waterloo, Ontario, Canada

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