Can Commitment Be Managed? A Longitudinal Analysis of Employee Commitment and Human Resource Policies

Morris, Tim; Lydka, Helen; Fenton-O’Creevy, Mark

doi:10.1111/j.1748-8583.1993.tb00314.x

Cited by 94 publications

(91 citation statements)

References 53 publications

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“…This finding agrees with previous findings that link commitment to organisational commitment (Purang, 2008) autonomy (Wallace et al, 1996), supervisor support (Benson, 1996) cohesiveness (Buchanan, 1974), formal workplace training (Bartlett, 2001;Kontoghiorghes and Bryant, 2001;McMurray and Dorai, 2001;Caldwell et al 1990, Morris et al, 1993, open culture, a learning climate and organizational support for training and personal development (Visser and van der Sluis, 2006;Gründemann et al, 2005).…”

Section: Insert Figure 1 About Heresupporting

confidence: 83%

“…In a study by Lowry et al (2002) there is an indications that the availability and adequacy of training affected job satisfaction and commitment levels of employees. Researches (Caldwell et al 1990, Morris et al, 1993 have also shown the effect of availability of training on employee commitment. Studies (Brinkerhoff and Montensio, 1995;Huczynski and Lewis, 1980;Michalak, 1981;Tracey et al, 1995) showed the influence of the immediate supervisor in encouraging or discouraging usage of training.…”

Section: Empirical Reviewmentioning

confidence: 99%

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Human Resource Development Climate and Employee Commitment in Recapitalized Nigerian Banks

agbarevo¹,

David²

2012

IJBM

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This study was undertaken to measure employees' perception of their affective, normative and continuance commitment in relation to the prevailing developmental climate within the Nigerian banking sector in the context of reforms and change. The sample comprised 303 employees of selected recapitalized Nigerian commercial banks. Data for the study were gathered through self-administered questionnaire. The data collected were subjected to appropriate statistical analysis using the Statistical Package for Social Scientists (SPSS) to produce the mean, standard deviation, variance and Pearson product moment correlation coefficient of variables. The formulated hypothesis was tested at 0.01 level of significance and the result of statistical analysis indicated the existence of positive relationship between HRD climate and Organizational Commitment.

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Section: Insert Figure 1 About Heresupporting

confidence: 83%

Section: Empirical Reviewmentioning

confidence: 99%

Human Resource Development Climate and Employee Commitment in Recapitalized Nigerian Banks

agbarevo¹,

David²

2012

IJBM

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“…Iverson (1996) appealed that job security has momentous effect on the organizational pledge. Morris et al (1993) resulted the same. It was found that job performance and organizational assurance are destructively connected with job insecurity (Rosenblatt and Ruvio, 1996).…”

Section: Job Safety and Securitysupporting

confidence: 59%

Factors Affecting Employee Satisfaction of the Public and Private Sector Organizations of Pakistan

Masood¹,

Ul-Ain²,

Aslam³

et al. 2014

ijhrs

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The purpose of this study is to find out the factors that affect employee satisfaction and how much is the intensity. Specifically, we took Working conditions, pay & promotion, Job safety and security, Training and development and employee empowerment as the antecedents to see their impact on employee satisfaction and further the impact of employee satisfaction on Job performance and employee turnover intention. This can help us to better understand about the satisfaction level of employees and how we can motivate employees to perform their job efficiently and effectively. The Sample was collected from different organizations of Bahawalpur City (Punjab, Pakistan). Two main clusters were targeted to collect the sample data university employees and some private organizations in the city. The questionnaire was distributed among 200 respondents in Bahawalpur City. 155 questionnaires were selected and rests of the questionnaires were not included in the further analysis due to incomplete or invalid responses. The survey study addresses two major purposes; first is to analyze the relationship of different variables with employee satisfaction, second to collect information about the different characteristics. After collecting the completed questionnaires, these questionnaires were coded and entered into SPSS sheet and the hypothesis was tested using regression analysis. Result of our study show significant relationship of working conditions, Job Safety and security, Training and Development and Employee Empowerment on Employee Satisfaction and Job Performance. However, Pay and promotion has no significant relation with Job Performance. Employee Satisfaction has a significant negative relation with turnover intention.

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“…Moreover, the notion and concept of the co relationship existence between the training and development program availability and organizational commitment is highlighted by work of (Morris et al, 1993;Guest et.al, 2003;Wall & Wood (2005).…”

Section: Job Satisfaction Organisational Commitment and Training Promentioning

confidence: 99%

Training & Development Barometer for Effective Transformation of Organizational Commitment and Overall Performance in Banking Sectors of KPK, Pakistan: Qualitative study of Workforce of Bank of Khyber

Zehra¹

2016

IJARBSS

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This research paper investigates the impact of T&D program on the level of employees' organizational commitment and overall performances in the Banking sector of KPK by considering Bank of Khyber as a case study. Study aims to critically examine all three attributes of organizational commitment (affective, normative, and continuance commitment respectively) and its impact on the job satisfaction in banking sector of KPK, Pakistan.The notions of Guest et.al, (2003) and Wall & Wood (2005) are taken as a foundation to explore the linkage between organisational commitment and T&D program, however both these studies had not investigated all three attributes in equal manner. The focus of these previous studies were more on affective and continuance commitment and did not investigate the causes and consequences that make these attributes to create an impact on the overall performances. Thus this study is significant because it attempts to explain in exploratory manner the reasons behind impact created by training.Inductive approach in a cross-sectional design following interpretive research philosophy research is carried out. The bank of Khyber, KPK is case study selected with 15 regional and branch managers as participants for interviews and 277 employees participated in the survey questionnaire, selected through stratified, convenience, and random sampling technique.Results of present study indicates that to retain skilled workforce, organization has to work on their continuance commitment by offering them promotion and salary increment because these are two factors that enable firms to retain skilled workers.

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Can Commitment Be Managed? A Longitudinal Analysis of Employee Commitment and Human Resource Policies

Cited by 94 publications

References 53 publications

Human Resource Development Climate and Employee Commitment in Recapitalized Nigerian Banks

Human Resource Development Climate and Employee Commitment in Recapitalized Nigerian Banks

Factors Affecting Employee Satisfaction of the Public and Private Sector Organizations of Pakistan

Training & Development Barometer for Effective Transformation of Organizational Commitment and Overall Performance in Banking Sectors of KPK, Pakistan: Qualitative study of Workforce of Bank of Khyber

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