دانلود رایگان مقاله انگلیسی رابطه بین شیوه های مدیریت منابع انسانی و تعهد سازمانی - نشریه الزویر

Abstract

To begin with, 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 HRM 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.

5. Conclusions

The primary purpose of the present study was to evaluate the effect of HR practices in the 4 major sectors (machinery, electrical and electronics, automotive and food sectors) of Konya. Positive correlations among different HRM practices show that when a company or plant increases its efforts in one of the HRM practices, it is also more likely to increase efforts in other practices (Ahmad & Schroeder, 2003: 27).

In our research, we have applied questionnaires and included 169 participants who are top tier management staff working for firms belonging to major sectors like mechanical, electric-electronic, automotive and food, who are registered at Konya Chamber of Industries. In this research, correlation between human resources management practices and organizational commitment was analyzed. In context to this correlation 2 tests were applied to nine hypotheses, the results were found to be significant p<0.05 and therefore each of the hypotheses were accepted.

On analyzing the correlation of management positions with organizational commitment, 100% of top tier management, 65.1% with mid tier management was found to have a high correlation with organizational commitment. On the other hand, 79.5% of first tier management was found to have a low correlation with organizational commitment. The difference was found to be statistically significant. ( 2 = 6.693, p= 0.035).