Relationship between organisational commitment and effectiveness of human resource management practices in a South African information technology company

Setsena, Lebogang N.; Botha, Christian T.; Paul-Dachapalli, Leigh-Anne

doi:10.4102/sajhrm.v19i0.1586

Cited by 7 publications

(15 citation statements)

References 17 publications

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“…by decentralized decision-making, sharing and explaining corporate objectives (Mear, Werner, 2021). Managers must understand the employee perception and attitudes to human resources management practices used in the organization in order to know whether the given human resources management practices achieve the desired results (Kashif et al, 2021;Khan et al, 2021;Santhanam, Ramesh Kumar, Kumar, Saha, 2021;Setsena, Botha, Paul-Dachapalli, 2021).…”

Section: The Intensity Of Perception Of Selected Personnel Risk Facto...mentioning

confidence: 99%

The Intensity of Perception of Selected Personnel Risk Factors in the V4 Countries

Rózsa

Belás

Metzker

et al. 2022

Folia Oeconomica Stetinensia

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Research background: The intensity of the personnel risk perception in SMEs is a crucial factor contributing to the application of risk management practices. Purpose: The objective of the study is to identify the intensity of perception of personnel risks and their manifestation in the form of staff turnover, error rate, and employee effort to improve their performance in SMEs in the V4 countries. Research methodology: The 1,585 companies in the V4 countries were randomly selected and surveyed. The descriptive statistics and Pearson correlation coefficient (Chi-square and Z-score) were used for hypotheses verification. Results: The results show heterogeneity in the perception of personal risks in the V4 countries. Compared to the Czech Republic, the intensity of perception of personal risks differs in Hungary and Slovakia (p-value < 0.0001/0.0404). However, the perception of employee turnover is different in Hungary (p-value = 0.0078), but not in Slovakia and Poland (p-value = 0.5218/0.4268). Perceptions of employee skills differ in Hungary (p-value = 0.0253), while the differences in Slovakia and Poland are not statistically significant (p-value = 0.1104/0.2414). Performance improvement and competitiveness in the workplace differ in Slovakia and Hungary (p-value = 0.0134/<0.0001). Novelty: The study fills in the gap in the area of perceived personnel risks and their manifestations and provides valuable proposals for taking measures concerning the limitations of SMEs.

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Section: The Intensity Of Perception Of Selected Personnel Risk Facto...mentioning

confidence: 99%

The Intensity of Perception of Selected Personnel Risk Factors in the V4 Countries

Rózsa

Belás

Metzker

et al. 2022

Folia Oeconomica Stetinensia

View full text Add to dashboard Cite

show abstract

“…Hiring a qualified individual for the right job is the most challenging task for any MSME, as a candidate with the appropriate knowledge, skill and attitude (KSA) is vital in determining the enterprise's success (Khandakar & Pangil, 2020;Setsena, Botha, & Sciences, 2021;Zaitouni, Sawalha, & El Sharif, 2011). Caldwell, Chatman and O'Reilly (1990) based their research on recruitment and socialisation, revealing that initial positive interaction and role-modelling at the management level as part of socialisation practice encourages newcomers to instill organisational values and inculcate AC favourably.…”

Section: Review Of Literaturementioning

confidence: 99%

“…Remuneration is undeniably a vital component of HRMP, which consists of intrinsic as well as extrinsic compensation that can boost current and future performance, the former being internally felt payoffs like self-actualisation, selfesteem or a sense of accomplishment and the latter being remuneration, promotion, appreciation, recognition or bonuses (Mabaso, 2015;Setsena et al, 2021). When employees are presented with multiple employment possibilities or found dissatisfied with their current position, then incentives aid in holding the top talents intact (Mabaso, 2015).…”

Section: Review Of Literaturementioning

confidence: 99%

The impact of human resource management practices on affective commitment: An empirical study in micro, small and medium enterprises using partial least squares structural equation modelling

Bashir

Venkatakrishnan

2022

SAJBM

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Purpose: The research empirically investigates the effect of human resource management practices (HRMP), consisting of recruitment and selection, reward as well as recognition, training, performance appraisal (PA) and career development on affective commitment (AC) among employees working for micro, small and medium enterprises (MSME) in Tirupur, the commercial hub of India. This study develops a better understanding of employer–employee exchange relationships by drawing on the theoretical framework of social exchange theory.Design/methodology/approach: A structured questionnaire was employed to conduct survey-based research on 210 personnel, comprising managers, supervisors and employees. A questionnaire that used a set of 35 pre-existing items was adapted from prior studies to measure each latent variable, with slight alterations to fit the Indian context. It was then analysed with SMART PLS and the Statistical Package for the Social Sciences (SPSS), which included descriptive statistics, analysis of variance and structural equation modeling.Findings/results: The findings established a substantial positive association between AC and component-by-component evaluation of HRMP. In comparison, career advancement was observed to be the most important predictor of AC, followed by reward and recognition.Practical implications: Micro, small and medium enterprises are the fastest-growing revenue-generating and job-creating sector. Therefore, well-designed and executed HRMP in these organisations will nurture AC by lowering turnover besides absenteeism, while improving employee performance. This research will be extremely useful to stakeholders in any emerging nation who seek to expedite their organisation’s development by strengthening human-resource competencies.Originality/value: This study is unique in the context of developing countries, as the impact of HRMP on AC in MSME has not been well addressed. The author’s contribution extends to the scant literature available on MSMEs.

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“…According to Setsena, Botha and Paul-Dachapalli (2021), organisational commitment refers to the employees' emotional attachment to the organisation. It is concerned with the extent of the employees' desire to remain with the organisation and the relative strength of an individual's identification with a particular organisation.…”

Section: Organisational Commitmentmentioning

confidence: 99%

“…According to Setsena et al (2021) and Maleka, Paul-Dachapalli, Ragadu, Schultz and Van Hoek (2020), a questionnaire is defined as a written, structured document containing a set of questions designed to collect data from the respondents for the research purposes. The questionnaire used a five-point Likert scale (1 represents strongly disagree and 5 represents strongly agree).…”

Section: Research Instrumentmentioning

confidence: 99%

A talent management, organisational commitment and employee turnover intention framework for a government department in South Africa

Mokoena

Schultz

Dachapalli

2022

SA j. hum. resour. manag.

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Orientation: Talent management should be used as a strategy to improve organisational commitment and reduce employee turnover intention.Research purpose: The purpose of this research was to develop a talent management, organisational commitment and employee turnover intention framework for a government department in South Africa by determining the relationship between these three variables.Motivation of the study: Most studies focus on talent management and organisational commitment in the private sector, with limited studies conducted on the development of a talent management, organisational commitment and employee turnover intention framework for a government department in South Africa.Research approach/design method: A survey was conducted by using a non-probability sample of 372. A quantitative research approach was used. Data were collected manually by using a questionnaire. Structural equation modelling was used to analyse the data.Main findings: The results of the study showed that talent management acted as a mediator between organisational commitment and employee turnover intention. There was a significant relationship between talent management, organisational commitment and employee turnover intention.Practical/managerial implications: Talent management should form part of a strategic approach to attract and retain talent in the department. Talent management as the mediator explains the causal links between organisational commitment and employee turnover intention.Contribution and value addition: The new knowledge was produced by the development of a framework for talent management, organisational commitment and employee turnover intention at a government department in South Africa.

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Relationship between organisational commitment and effectiveness of human resource management practices in a South African information technology company

Cited by 7 publications

References 17 publications

The Intensity of Perception of Selected Personnel Risk Factors in the V4 Countries

The Intensity of Perception of Selected Personnel Risk Factors in the V4 Countries

The impact of human resource management practices on affective commitment: An empirical study in micro, small and medium enterprises using partial least squares structural equation modelling

A talent management, organisational commitment and employee turnover intention framework for a government department in South Africa

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