Human Resource Practices And Organizational Commitment Management Essay

In this paper, we investigated the impact of Human Resource Management patterns on organisational committedness among hospital employee of Kashmir valley. HRM patterns were measured by employee competency development, wages systems, working conditions and chances for growing. The paper presents empirical grounds shows that competency development, wages systems, working conditions, chance for growth-enhancing HRM patterns have a positive relation with organisational committedness. Based on the literature reappraisal, the conceptual model was developed and four hypotheses were formulated. All four hypotheses are accepted.


One of the biggest challenges for infirmaries today is the handiness of a strong, capable and motivated work force. Hospitals are ‘people-driven ‘ and their primary disbursals are labour costs. As in many developed and developing states, many infirmaries in Kashmir vale have come to recognize that the most of import plus to their organisation, besides physical capital and consumables, is their human resources, without which they can non properly map. Similar to other organisations, infirmaries are concerned with maximizing effectivity through the acceptance of appropriate direction policies and patterns. In this epoch, a house ‘s success depends on a house ‘s ability to continually better public presentation by cut downing costs, making new merchandises and procedures, heightening quality and productiveness, and increasing velocity to market ( Luthans & A ; Sommers, 1999 ) . To make this, organisations need to concentrate on the capablenesss of their work forces. Harmonizing to Harter, Schmidt, and Hayes ( 2002 ) , effectual direction of a house ‘s human resources would be able to bring forth increased cognition, motive, synergism, and committedness, ensuing in a beginning of sustained competitory advantage for the house. This suggestion is in tandem with that of Huselid ( 1995 ) who argued that human resource direction ( termed HRM ) patterns represent one avenue that can be used by organisations in determining their employees ‘ attitudes and behaviors. This is because HRM patterns create conditions where employees become extremely involved in the organisation and work hard to carry through the organisation ‘s ends. Harmonizing to Morrison ( 1996 ) , the manner an organisation manages its human resources ( as reflected by its HRM patterns ) establishes the tone and conditions of the employee-employer relationship. When such relationship is seen as a societal exchange ( Blau, 1964 ) , employees would be more inclined to prosecute in positive work attitudes and behaviors. In amount, HRM patterns affect organisational public presentation through their consequence on organisational committedness.

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HRM Practices

Human resource direction ( HRM ) patterns are being progressively treated as dependant instead than independent variables. Whereas in the past research workers focused about entirely on how alterations in HRM patterns affect employee public presentation or satisfaction, research workers now are get downing to inquire how organisational conditions shape HRM patterns. Until late about all HRM research was dominated by the proficient position. The proficient position presumes that organisations wish to be after, staff, appraise, compensate, train and develop their employees in order to guarantee that the right people ( skill-wise ) are in the right topographic point ( occupation ) at the right clip ( Collins 1979 ) . The proficient position leads to research designed to develop techniques for maximising the lucifer between employees ‘ cognition, accomplishments and abilities on the one manus and the demands of the occupations on the other ( Schneider 1985 ) . The presumed consequence of good matching is organisational effectivity, from which single employees and the organisation as a whole both benefit.

Organizational Committedness

The available literature reveals that committedness has evolved as a broad scope of ‘types ‘ ( e.g. battle, fond regard, committedness, engagement ) within a broad spectrum of focal point ( e.g. work, occupation, calling, profession/ business, administration, brotherhood ) , while surveies on committedness varied between the classs of behavioral, attitudinal and motivational within three wide research watercourses through sociological, industrial/organisational psychological science and wellness psychological science ( Roodt, 2004 ) . Despite the deficiency of consensus on the assorted definitions, conceptualizations and measurings, a common subject is shared across all these divergences, viz. that, organisational committedness is psychological contact which governs the attitude and behavior of an employee and characterize as the grade of trueness, duty and fond regard towards an organisation and its ends. It is different from other signifiers of committedness such as work ethic indorsement, calling committedness, occupation engagement, and brotherhood committedness which focused on value, calling, occupation, and brotherhood, severally ( Baker,2000 ) . Furthermore, organisational committedness appears to develop easy but systematically over clip as employees think about their relationship with the organisation ( Lee, 2000 ) . This type of committedness is less affected by daily events in the workplace ( Mowday et al. , 1979 ) . We identified fluctuations in the definition of committedness among the surveies. The mere figure of different definitions sheds visible radiation on the fact that no existent consensus exists sing the really concept of committedness. Hall ( 1977 ) remarked that better abandon the term wholly and cover alternatively with set of constructs. Hence committedness can be considered as a multidimensional construct. Therefore, this survey based on the affectional, normative and continuation committedness.

Affectional committedness

Affectional committedness is the extent to which employees are involved with and emotionally attached to their organisations because they identify themselves with the ends and values of their organisations ( Addae et al. , 2008 ) ensuing which an affectional bond an single develops with the organisation as characterized by designation and engagement with the organisation every bit good as enjoyment in being a member of the organisation ( Bergman, 2006 ) . Persons with a high degree of affectional committedness continue to work for an organisation because they want to ( Meyer and Allen, 1997 ) .

Normative Commitment.

Buchko et al. , ( 1998 ) defined normative committedness as an duty to stay with an organisation. It may be the effect of an internalized norm, developed by the individual prior to fall ining the organisation through the values inherent or other socialisation procedures, that one should be loyal to one ‘s organisation. It is based upon by and large accepted regulations about mutual duties between administrations and their employees. Reciprocity is a mechanism underlying committedness ( Powers, 2000 ) yet contingent.

Continuous committedness

Continuance committedness is the sensed costs to the employee of go forthing the administration, and may include the loss of benefits or senior status position within the administration ( Allen and Meyer, 1990 ) . Employees with strong continuation committedness stay with the administration out of opportunism ( Alexander & A ; Rani, 2010 ) . Continuance committedness is an fond regard to an organisation based on an employee`s consciousness of the costs associated with stoping rank ( Reza, 2010 ) . It is an inactiveness of an employee to retain organisational rank and has chiefly two ancestors: investings ( sensed forfeit ) and deficiency of options. Staying with an organisation tends to ensue from the accretion of side stakes ( investings ) an person has made in the organisation which would be lost if the single discontinue the rank of the organisation ( Ko, 1996 ) .

The Effect of HR Practices on Organizational Commitment

Harmonizing to Wright, McMahan and MacWilliams, HRM patterns are the ways that organisations use to model employee behavior, perceptual experience and attitudes. This implied that if HR policies are decently formulated and implemented, the organisations should be able to accomplish their aims that are chiefly dependent on human capital. Because human capital today becomes the cardinal plus in organisations, pull offing them in a manner that is able to do them act, act and believe in the mode that employers want is pertinent. The inquiry is what sort of employees ‘ perceptual experience and behavior that can significantly impact concern consequences. Yeung and Berman ( 1997 ) stressed that company public presentation is extremely influenced by HR patterns that can straight act upon organisational committedness among employees. This position is in line with the earlier proposition made by Hiltrop and Despres ( 1994 ) that HR patterns has a strong impact on organisational committedness and they viewed it as an of import standard to mensurate HRM effectivity. Good direction of employee public presentation, calling, preparation, compensation and choice will be interpreted positively by employees and in bend, they will reciprocate with high committedness to the organisations. Eisenberger et Al ( 1990 ) contended that HR patterns that are good managed and implemented are able to increase organisational committedness and lessening purposes of vacating among employees because persons tend to react positively to exceed direction committedness and support. As expounded earlier on the polar function of HR patterns in pull offing the human capital that can rise organisational committedness and therefore cut downing purpose to discontinue by employees, organisational committedness can be regarded as the factor that mediates the relationship between HR patterns and turnover purpose.

Aims of the present Study.

This survey is specifically conducted to gauge the relationship between selected HRM pattern and their relationship with organisational committedness. Further the survey tends to gauge the comparative influence of these selected HRM pattern on the organisational committedness.


H1 ; There is positive relationship between good physical working environment and organisational committedness.

H2 ; There is positive relationship between competency development and organisational committedness.

H3 ; There is positive relationship between periphery benefits and organisational committedness.

H4 ; There is positive relationship between chances for continual growing and organisational committedness.


In order to accomplish the aforesaid nonsubjective Pearson ‘s correlativity coefficients were calculated. Further to gauge the comparative influence of all the independent variable on the organisational committedness arrested development analysis were conducted.

A questionnaire method was used for informations aggregation from infirmary employee utilizing standardised measuring tools to analyze informations. Items of HRM patterns were adopted from Saklani 2003. OC was measured utilizing Meyer and Allen ( 1997 ) Scale. Responses were measured on a 5-point agreement-disagreement graduated table. Convenience trying method was used to roll up the primary informations from 170 infirmary employees, nevertheless merely 157 useable questionnaires were received back.


The correlativity analysis shows that there is important positive correlativity between all the four HRM pattern and organisational committedness. These consequences supports our all the hypothesis. Therefore H1, H2, H3 and H4 stand accepted. Table besides reveals that all the four patterns of HRM are non independent to each other as they exhibit high correlativity among each other.










Pearson Correlation


Affectional committedness

Pearson Correlation



Normative committedness

Pearson Correlation




Continuous committedness

Pearson Correlation





Physical working Environment

Pearson Correlation






Competence development

Pearson Correlation







Opportunities for continual growing

Pearson Correlation








Fringe benefits

Pearson Correlation








** . Correlation is important at the 0.01 degree ( 2-tailed ) .

* . Correlation is important at the 0.05 degree ( 2-tailed ) .

Table nowadayss consequences refering to the relationships of the forecasters of organisational committedness. Four HR patterns were found to hold important positive effects on affectional committedness: physical working conditions ; competency development ; chances for employee growing and periphery benefits. Consequences from the arrested development equation for the standardised variables were as follows: Predictive Organizational committedness mark = 2.24 + ( .190 ) physical working conditions + ( .221 ) competency development + ( .224 ) chances for continual growing + ( .213 ) periphery benefits. The survey variables explained 35 % of the discrepancy in organisational committedness.



Unstandardized Coefficients

Standardized Coefficients



Std. Mistake



( Constant )




Physical working environment





Competence development





Opportunities for continual growing





Fringe benefits





a. Dependent Variable: committedness

Model Summary



R Square

Adjusted R Square





a. Forecasters: ( Constant ) , physical working conditions, competency development, chances for continual growing, periphery benefits.

The undermentioned ANOVA tabular array shows the summery of overall theoretical account tantrum in footings of F ratio. The tabular array depicts that the theoretical account is statistically important holding F value = 42.42 and significance at.000

Analysis of variance


Sum of Squares


Mean Square



Arrested development












a. Forecasters: ( Constant ) , physical working conditions, competency development, chances for continual growing, periphery benefits.

B. Dependent Variable: Organizational committedness


The part of human resources and their direction to the overall accomplishment of organisational aims in dynamic concern environment is progressively acknowledged. The present survey has garnered empirical grounds back uping that selected HRM pattern enhances organisational committedness. The research consequences allow to province that the competency development, chances for continual growing and periphery benefits significantly affects organisational committedness. However, chances for continual growing largely stimulate organisational committedness.

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