Suchergebnisse

AbstractThis study was conducted to examine the mechanisms involved in observed relations between human resource management (HRM) practices and employee commitment. Employees (N = 281) from several organizations completed a survey that included measures of (a) the quality of HRM practices pertaining to performance appraisal, benefits, training, and career development used in their organizations, (b) procedural justice and organizational support, and (c) affective, continuance, and normative commitment to the organization. Structural equation modeling analyses revealed that relations between employees' evaluations of HRM practices and their affective and normative commitment were largely mediated by perceptions of organizational support and procedural justice. These findings support previous claims that, although HRM practices can be valuable tools in the establishment and maintenance of employee commitment, their effects are neither direct nor unconditional.RésuméCette étude avait pour but d'examiner certains mécan‐ismes intervenant dans le lien entre les pratiques de ges‐tion des ressources humaines et l'engagement des employés. Des employés (N=281) de plusieurs organisations ont rempli un questionnaire incluant des mesures de: (a) qualité des pratiques de gestion des ressources humaines en matière d'évaluation du rendement, de compensation, deformation et de développement profes‐sionnel, (b) justice en matiere de procedure et soutien organisationnel, et (c) engagement organisationnel affectif, continuation, et normatif. Des analyses basées sur la modélisation d'équations structurelles ont révélé que les liens entre l'évaluation par les employés des pratiques de gestion des ressources humaines et leur engagement affectif et normatif étaient en grande partie médiatisés par leur perception du soutien organisationnel et de justice en matière de procedure. Ces résultats corroborent le fait que malgré l'importance des pratiques de gestion des ressources humaines dans l'étab‐lissement et le maintien de l'engagement des employés, leurs effets ne sont ni directs ni inconditionnels.

Introduction -- 1. Employee commitment: an introduction and roadmap / J.P. Meyer -- Part I Conceptualization of commitment -- 2. Commitment as a unidimensional construct / H.J. Klein and H. Park -- 3. Commitment as a multi-dimensional construct / N.J. Allen -- 4. Multiple foci of workplace commitments / T.E. Becker -- Part II related constructs -- 5. A motivational model of employee attachment to an organization / M. Gagné and J. Howard -- 6. Organizational commitment and employee engagement: 10 key questions / S.L. Albrecht and O.J. Dineen -- 7. Job embeddedness, employee commitment and related constructs / B.C. Holtom -- 8. Organizational identification / R. van Dick -- 9. Psychological contracts / S.D. Hansen and Y. Griep -- Part III foci of commitment -- 10. Occupational commitment / J.P. Meyer and J.A. Espinoza -- 11. Social commitments / C. Vandenberghe -- 12. The rise, decline, resurrection, and growth of union commitment research / P. Horsman, D.G. Gallaghar and E.K. Kelloway -- 13. Action commitments / J.P. Meyer and B.K. Anderson -- Part IV consequences of commitment -- 14. Employee turnover and absenteeism / I.R. Gellatly and L.M. Hedberg -- 15. Employee commitment and performance / D.J. Stanley and J.P. Meyer -- 16. Counterproductive work behavior / B. Marcus -- 17. Employee commitment and well-being / A.C. Chris, E.R. Maltin and J.P. Meyer -- 18. Affective consequences of workplace commitments / H.J. Klein and C.T. Brinsfield -- Part V drivers of commitment -- 19. Individual differences as causes of the development of commitment / M.E. Bergman and V.A. Jean -- 20. Person-environment fits as drivers of commitment / A.E.M. van Vianen, M.R.W. Hamstra and J. Koen -- 21. Strategic human resource management and organizational commitment / K. Jiang -- 22. Organizational leadership and employee commitment / M. Trivisonno and J. Barling -- 23. Employee empowerment and organizational commitment / H.K. Laschinger, E. Read and Z. Junhong -- 24. Perceived organizational support / F. Stinglhamber, G. Caesens, L. Clark and R. Eisenberger -- 25. Organizational justice and employee commitment: a review of contemporary research / D.R. Bobocel and F. Mu -- Part VI commitment across cultures -- 26. Understanding commitment across cultures / S.A. Wasti -- 27. Commitment in Europe / J. Felfe and J. Wombacher -- 28. Employee commitment in China / A. Newman and D. Wang -- 29. An examination of the social-institutional, cultural, and organizational antecedents of commitment in India / V.L. Dhir, N.L. Bremner and S. Datta -- 30. Commitment in the Middle East / A. Cohen -- 31. Organizational commitment: a Latin American soap opera / L.M. Arciniega -- Part VII methodological issues -- 32. A contemporary update on testing for measurement equivalence and invariance / R.J. Vandenberg and N.A. Morelli -- 33. Tracking change in commitment over time: the latent growth modeling approach / K. Bentein -- 34. Capturing the process of committing: design requirements for a temporal measurement instrument / W. van Olffen, O.N. Solinger and R.A. Roe -- 35. Person-centered research strategies in commitment research / A.J.S. Morin -- Part VIII conclusion -- 36. Employee commitment: a back and moving forward / J.P. Meyer.