Relationship between an Organization's Actual Human Resource Efforts and Employee Attitudes

Abstract

Personnel management theorists and practitioners have assumed that human resource activities have a positive effect on employee attitudes. The present study is an empirical investigation of this assumption. It is hypothesized that an organization's actual human resource programs affect employee perceptions of the organization's commitment to human resource efforts, which in tum affect general employee work attitudes. The results of a field survey of two autonomous organizations supports this hypothesis. Practical implications of these results are discussed and suggestions for further research are offered.

The relationship between HRM practices and the service performance of student interns: Industry perspective

“…These results support the findings of Kinicki, Carson and Bohlander (1992), who determined that HRM activities have positive impacts on employee attitudes. Previous studies have proven that job satisfaction and employee retention have a strong relationship with work performance (Harter, Schmidt & Hayes, 2002).…”

Influence of Human Resource Development (HRD) Practices on Organizational Effectiveness: The Role of Employee Competencies

“…Meyer and Kirsten (2005) contend that, managing performance of employees forms an integral part of an organization and reflects how they manage their human capital. Along the same lines, several authors (Caldwell et al, 1990;Kinicki et al, 1992;Ostroff,1992) assert that the integrated HR and PM policies has significant influence on employee attitude and commitment and these in turn influence the performance of the organization. This is consistent with the findings of Berger and Berger (2011) who emphasized that, an effective performance management system provides for assessment of individual performance and developing them to create sets of competencies that the organization requires.…”

Human Resources Management Practices, Psychological Contract Fulfillment and Organizational Commitment in Deluxe Hotels in Jeddah, Saudi Arabia

“…Previous research indicated that human resources management practices and the insights of the employees influence organizational commitment (Chang, 2005;Kinicki et al, 1992). We can refer to the perceptions of the employees of an organization's commitment to them as "perceived organizational support" (Eisenberger et al, 1986), where HRM practices are claimed to have a significant and positive impact on organizational performance (Ramsay et al, 2000;Wood, 1999).…”

“…Thus, a key function of human resources management practices is to stand-in a suitable psychological agreement (Rousseau & Greller, 1994), and employee's psychological agreement with their employer may be affected by explanations of their employer's human resources management practices. Kinicki et al (1992) suggested that employee insights of an organization's commitment to human resource efforts is affected by an organization's real human resources management programs, which in turn affect employees' work attitude. An employee's relationship with an organization is shaped by HRM actions such as recruiting, appraising performance, training and benefits administration through which employees come to understand the terms of their employment (Rousseau & Greller, 1994).…”

“…Recently, there has been significant debate about Human Resource Management (HRM) as a distinguishing method intended to gain employee assurance to institutional aims (McGunnigle & Jameson, 2000). Therefore, by comprising varied HRM practices such as preparation, reward, welfares, gratuities, sharing, progression chances and job safety, the association inclines to improve employee relations through its assurance method (Arthur, 1994;Chang, 2005;Kinicki et al, 1992;Macduffie, 1995). An institution also articulates its assurance to the employees through its human resources management practices (Chang, 2005).…”