HRM practices and organizational commitment link: maritime scope

Abstract

Purpose The purpose of this paper is to investigate the relationship between human resource management (HRM) practices bundles and organizational commitment, and find answers for questions on which of these bundles contribute how to the employees’ performance and loyalty according to their demographic characteristics in maritime market. Design/methodology/approach Two separate surveys were applied to 104 employees of international maritime companies. Factor and reliability analyses were carried out to ensure the surveys’ validity and reliability. Then, correlation analysis was conducted to determine whether there is a relationship between HRM practices and organizational commitment. Finally, independent groups t-test was used to determine if perceptions of employees on HRM practices and their organizational commitment vary according to their demographic characteristics. Findings Moderate positive and negative linear relationships between HRM practices bundles and organizational commitment were found. Also, significant differences between the organizational commitment levels of employees and their perceptions on the effects of HRM practices to their performance were determined. Research limitations/implications Surveys were conducted only on Turkish employees in maritime sector and companies only that published annual and social responsibility report were examined. Practical implications HR managers should pay attention on HRM practices bundles to increase the level of employee’s organizational commitment and performance. While doing this, they also should take their employees’ demographic characteristics on account. This study can give clues about management of employees with different perceptions on performance and commitment. Originality/value The authors add the literature by identifying the link between HRM practices bundles and organizational commitment. To the best of the authors’ knowledge, this is the first study, which reveals the link between HRM practices bundles and organizational commitment dimensions, separately. Also, an original new questionnaire was produced, which measures the employees’ perceptions on the effects of HRM practices to performance.

Gender disparity in leadership boosts affective commitment and tacit knowledge sharing about libraries

“…Although, Thuan (2020) explains that knowledge sharing depends on the followers' creativity and stiff competition in managing the knowledge economy. Additionally, the previous study explored that affective organizational commitment was found to have mediated the link between SHR practices and tacit knowledge sharing (Anvari et al, 2014;Aydo gan and Arslan, 2020). Another study supported the fully mediated link of organizational commitment between authentic leadership and turnover intention (Kim, 2016).…”

“…Moreover, it assures the employees of better safety measures (Walumbwa et al , 2014). Besides, Aydoğan and Arslan (2020) suggest that HRM practices can be best explained and managed through authentic leadership because the leaders transform the behavioral tendency of the followers although, the organizational culture always needs authentic leadership (Tran, 2020). Hadian Nasab and Afshari (2019) also argue that authentic leadership elucidates the transparency and behavioral authenticity of the philosophy of knowledge.…”

HRM Practices and Organizational Performance of Higher Secondary Educational Institutions: Mediating Role of Service Innovation and Organizational Commitment

“…Vivid implementation of effective HRM practices contributes to generating desired committed behavior of employees. The impact of some HRM practices such as performance-based rewards, information sharing, training programs, and pay policies is stronger on overall organizational commitment (Aydoğan & Arslan, 2020). Highly motivated, skilled, and satisfied employees are outcomes of implementing HRM practices that enhance employees' commitment to their organization and direct their efforts towards goal accomplishment (Sriviboon & Jermsittiparsert, 2019).…”

Positive Organizational Practices, Life Satisfaction, and Psychological Capital in the Public and Private Sectors

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