Human_resource - Human resource practices, organizational...

Info iconThis preview shows pages 1–2. Sign up to view the full content.

View Full Document Right Arrow Icon

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: Human resource practices, organizational commitment and intention to stay Janet Chew School of Business and Informatics (NSW), Australian Catholic University, Sydney, Australia, and Christopher C.A. Chan Atkinson Faculty of Liberal & Professional Studies, School of Administrative Studies, York University, Toronto, Canada 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. Keywords Permanent workers, Employee attitudes, Job satisfaction, Human resource management Paper type Research paper Introduction Two salient ongoing organizational issues faced by managers include eliciting the commitment of employees and staff retention. For organizations, the high cost of recruitment and selection (Pfeffer, 1998), the lag and productivity loss during the assimilation period (Davies, 2001), the likely loss of business opportunity (McCallum, 1988; Walker, 2001), poor customer relationship (Clarke, 2001; Messmer, 2000), and hidden cost of loss productivity (Das, 2002) have subsequently highlighted the The current issue and full text archive of this journal is available at www.emeraldinsight.com/0143-7720.htm The authors thank the anonymous reviewers for their beneficial and constructive comments....
View Full Document

This note was uploaded on 02/02/2012 for the course COM 410 taught by Professor Jenniferwaldeck during the Spring '11 term at Chapman University .

Page1 / 20

Human_resource - Human resource practices, organizational...

This preview shows document pages 1 - 2. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online