The relationship between human resource management practices and organizational commitment: A field study

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dc.contributor.authorSendogdu, A. Aslan
dc.contributor.authorKocabacak, Ayse
dc.contributor.authorGuven, Sukru
dc.date.accessioned2020-03-26T18:44:08Z
dc.date.available2020-03-26T18:44:08Z
dc.date.issued2013
dc.departmentSelçuk Üniversitesien_US
dc.description9th International Strategic Management Conference -- JUN 27-29, 2013 -- Riga, LATVIAen_US
dc.description.abstractTo begin \Nith, of the most important factors that affect the operational performance of the companies is the human resources. Therefore, the development of organizational commitment needs effective human resource management practices. In organizational behavior and industrial and organizational psychology, organizational commitment is the individual's psychological attachment to the organization. Organizational commitment predicts work variables such as turnover, organizational citizenship behavior, and job performance. The current study is intended to provide analysis of the relationships between HRM practices and organizational commitment in companies which operate in the province of Konya /Turkey. From various previous studies, 56 IIRM practices items were adopted for this study. These include "manufacturing and human resources fit, behavior and attitude, team activities, interaction facilitation, incentives to meet objectives, training on job skills, training in multiple functions, communication of strategy, feedback on performance". In this study, Pfeffer (1998)'s scale of human resources management practices and Mowday & Steers (1979)'s organizational commitment scale, Ahmad, & Schroeder (2003) version were used. Data was analyzed using descriptive statistics to project the respondents' profiles as well as the general patterns of the variations in the HRM variables and organizational commitment. Correlations and multiple regression, statistic regression analysis were used to explore the relationship between the variables involved in the study. As a result of analysis of the findings from top, middle and, the first-tier managers (n=169) except for "training on job skills". It was found that there was a strong and statistically positive significant relationship between other HRM variables and organizational commitment. The findings of the study provide support for the variables concerned and are confirmed by the results of the previous studies.en_US
dc.description.sponsorshipInt Strateg Management & Managers Assocen_US
dc.identifier.doi10.1016/j.sbspro.2013.10.553en_US
dc.identifier.endpage827en_US
dc.identifier.issn1877-0428en_US
dc.identifier.startpage818en_US
dc.identifier.urihttps://dx.doi.org/10.1016/j.sbspro.2013.10.553
dc.identifier.urihttps://hdl.handle.net/20.500.12395/29947
dc.identifier.volume99en_US
dc.identifier.wosWOS:000346088300090en_US
dc.identifier.wosqualityN/Aen_US
dc.indekslendigikaynakWeb of Scienceen_US
dc.language.isoenen_US
dc.publisherELSEVIER SCIENCE BVen_US
dc.relation.ispartofPROCEEDINGS OF 9TH INTERNATIONAL STRATEGIC MANAGEMENT CONFERENCEen_US
dc.relation.ispartofseriesProcedia Social and Behavioral Sciences
dc.relation.publicationcategoryKonferans Öğesi - Uluslararası - Kurum Öğretim Elemanıen_US
dc.rightsinfo:eu-repo/semantics/openAccessen_US
dc.selcuk20240510_oaigen_US
dc.subjectHuman resource management practicesen_US
dc.subjectOrganizational commitmenten_US
dc.titleThe relationship between human resource management practices and organizational commitment: A field studyen_US
dc.typeConference Objecten_US

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