Background of organisational commitment: connections with job security, autonomy at work and human resource practices
DOI:
https://doi.org/10.51302/rtss.2010.5345Keywords:
organizational commitment, human resource practices, job security, job autonomyAbstract
The current economical situation and specially the prediction of future events are encouraging numerous H.R. professionals to think about the importance of having employees committed with the company’s business plan. To face the present economical breakdown, a lot of companies are implementing dramatic downsizing processes as a first step. However, for the second stage, the challenge for H.R. Management is to achieve workers aligned with the company’s strategy through their commitment to the business project.
Previous research related the organizational commitment to variables such as the job security (e.g. Romzek, 1985; Steers, 1977), job autonomy (e.g. Bakker, Demerouti and Euwema, 2005) and different H.R. practices (e.g. Pfeffer, 1994; Walton, 1985). In a sample composed by 458 workers from 16 private companies, the present study analyses the connection among commitment and autonomy, job security and four types of high quality H.R. practices. The results show that participation practices and autonomy at work are the variables with the highest predictive power on organizational commitment; the rest of H.R. practices (shared information, training and development and reward system), and the job security also showed significant relationships. These results allow concluding that the organizations which want to increase the commitment of their employees have to develop stimulation programs considering this kind of variables, beyond the extrinsic considerations and/or guarantees of the continuance in the company.
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