The effects of human resource management practices on employees’ organisational commitment

Abstract

Purpose – This study aims to examine the effects of human resource management (HRM) practices on organisational commitment (OC) in the Middle Eastern context. Design/methodology/approach – Survey data were collected from 493 front-line employees across a variety of industries in Jordan. A structural equation modelling analysis was performed to delineate the relationship between HRM practices and OC. Findings – A test of the model was conducted using a path analytic approach hypothesising that HRM factors influence OC. The findings indicate that the causal model is consistent with the data and contributes to a fuller understanding of the association between HRM practices and OC. Originality/value – This is the first study that represents a little-researched area of recent times and even less so in Middle Eastern countries. The findings of the study offer new perspectives on how HRM practices have direct and indirect effects on employees’ OC and would assist in reshaping the HR policies in organisations located in the Middle Eastern regions.

Factors contributing to managerial competence of first‐line nurse managers: A systematic review

“…Human resource management practice is very important to develop managerial competence of FLNMs, consisting of recruitment and selection, training and development, performance appraisal, and the development of an appropriate reward system; these have persisted as valid and influential factors over many years (Aladwan, Bhanugopan, & D'Netto, ; Schwartz, ). The goal of the human resource manager is to allow employees to become competent during their course of employment (Sienkiewicz, Jawor‐Joniewicz, Sajkiewicz, Trawińska‐Konador, & Podwójcic, ).…”

Standard HRM Practices: A Review & Theoratical Framework

“…Recruitment & Selection are one of the essential, fundamental, vital & indispensable HR practices (Aladwan et al, 2015); (Albrecht et al, 2015); (Ceylan, 2013); (Delery & Gupta, 2016); (Donate et al 2015); (Lewis, 2003); (MacDuffie, 1995); (Petrescu & Simmons, 2008); (Zheng et al 2007); (Zibarras & Coan, 2015). "Specifically, recruitment refers to the range of processes an organization uses to attract qualified individuals on a timely basis and in sufficient numbers and to encourage them to apply for jobs in the organization" (Fried & Fottler, 2008)Since Recruitment of the best employees is a crucial constituent for organizational success recruiters ought to understand the applicants' needs and enhance their recruitment services to address needs with a specific end goal to attract more qualified applicants.…”

“…Performance Appraisal: Performance Appraisal is especially critical HR practice for organizations to achieve desired outcomes including success of its performance management system. (Aladwan et al, 2015); (Delery & Doty, 1996); (Donate et al 2015); Kinnie et al 2005;(Maresaux et al, 2012); (Winfield, 1994); (Zibarras & Coan, 2015). Nowadays managers are aware of the real worth of their human resources considering it as an investment rather than merely an expense or overhead to be minimized.…”

“…Training and development are very essential from both individual and organizational perspective (Aladwan et al ,2015;(Albrecht et al, 2015); (Ceylan, 2013); (Delery & Doty, 1996); (Deshpande & Golhar, 1997); (Donate et al 2015); (Fey et al, 2000); Kinnie et al 2005; (Lewis, 2003); (Maheshwari & Vohra, 2015); (MacDuffie, 1995); (Maresaux et al, 2012); (Ngo et al, 1998); (Petrescu & Simmons, 2008); (Veth, Korzilius, Van der Heijden, Emans, & De Lange, 2017).Although organizations are using training and development as an intend to satisfy the gap between predetermined standard and real performance of employees for quite a while, however now a days training and development activities seek to accentuate flexibility, adaptability, and consistent improvement to ensure that organizations can survive and compete in a perpetually competitive environment (Nickson, 2007). Performance Appraisal: Performance Appraisal is especially critical HR practice for organizations to achieve desired outcomes including success of its performance management system.…”

“…A clear, carefully conceived approach to reward & compensation system is an essential part of HRM Practices (Aladwan et al, 2015); (Delery & Gupta, 2016); (Deshpande & Golhar, 1997); (Donate et al 2015); (Fey et al, 2000); Kinnie et al, 2005;(MacDuffie, 1995); (Ngo et al, 1998); (Petrescu & Simmons, 2008); (Winfield, 1994); (Zheng et al, 2007); (Zibarras & Coan, 2015).The complexity of the effects of reward systems in a dayto-day reference is enormous (Eerde, 2015). In the context of today's competitive era manager consider reward system as a vital constituent of Strategic planning.…”