Human resource practices, organizational commitment and intention to stay

Abstract

Purpose -The purpose of this paper is to examine the impacts of key human resource (HR) practices on permanent employees' organizational commitment and intention to stay. These practices include facilitating of person-organization fit (p-O fit), designing effective remuneration and recognition, creating sufficiently challenging assignments, and implementing training and career development. Design/methodology/approach -The study was carried out in three phases. First, 13 experts (e.g. academics, HR managers and organizational psychologists) were interviewed using the Delphi technique. Second, in-depth interviews with 12 HR managers were conducted. Third, 457 employees from nine Australian organizations responded to a survey. Structural equation modeling was used to test the hypotheses.Findings -Organizational commitment was positively affected by p-o fit, remuneration, recognition, and an opportunity to undertake challenging employment assignments. Intention to stay was significantly related to p-o fit, remuneration, recognition, training and career development. Surprisingly, training and career development was not significantly related to organizational commitment and challenging assignment was not significantly related to intention to stay. Originality/value -This paper contributes to existing knowledge by testing HR practices in large public and private Australian organizations, which are impacted by demographic changes, increasing dependence on outsourcing, and industrial relations reforms. Thus, the results of this study will provide practitioners with better insights into some practices that could elevate organizational commitment and retention of employees.

Does perceived support in employee development affect personnel turnover?

“…This is not in line with the human capital perspective; hence hypothesis 1 is rejected. In recent paper, Chew and Chan (2008) also showed that 'training and career development' has no significant effect on employees' intentions to stay with the firm. As expected from the social exchange theory, participation in general training is positively associated with PSED.…”

Exploring employee retention and intention to leave within a call centre

“…Compensation plays a vital role in attracting employees and influencing http://www.sajhrm.co.za Open Access individuals to greatly commit to the organisation (Chew & Chan, 2008). It was also emphasised that employees work for the sake of earning a salary or wage.…”

A Phenomenological Analysis of Managerial Capability in SMEs in Nigeria

“…Besides mediation and arbitration, control, acceptance and elimination are also other strategies for managing conflict as identified by Chew and Chan (2008). Wood (2005) in consonance with the identification strategy by Chew and Chan (2008) described control as the tendency to bring tension and emotions down to a level at which productive discussion and negotiation can occur. The author added that humour is often an effective tool here as well as the use of temporary breaks or time-outs in the discussion between conflicted parties.…”

“…It therefore depends on the situation. According to Chew and Chan (2008), there are five strategies for managing conflict which include mediation (identifying multiple possible alternatives and mutually select one that is acceptable to all involved parties and in the interest of organisation), arbitration (this requires provision of a safe and productive opportunity for the conflicted parties to air their disagreements). After careful listening to each party, formulate, define and provide solution to the parties.…”

“…This approach is used to holistically understand human experiences in context-specific setting using strategies like case studies in Nigeria. Chew and Chan (2008) argued that constructivist paradigm requires clear knowledge about the phenomena under investigation. It is therefore evident that valuable information may be missed by strictly relying on objective reality.…”