Year-end Sale % OFF 
Abstract
This study sought to understand how the employee perceptions of human resource management practices influence both organizational affective commitment and entrenchment. It represents advancement towards discriminant validity of such linkages that develop between individuals and the organizations they work for. A survey of 307 participants was conducted in an Information Technology company in Brazil. It was found that affective commitment has a strong and positive relationship with perceptions of HRM practices, while entrenchment is also related, but in a very weak fashion. Training and development practices showed better fit with the expected results of such practices in the organization studied, strongly affecting commitment, but not enhancing entrenchment. Even if not generalizable, these results strengthen the research stream that defends that commitment and entrenchment are separate constructs.
Highlights
Globalization and the pressure for innovation as means of survival have changed the psychological contract between organizations and their employees
The questionnaire was available from July to September 2009. It consisted of three parts: demographic and functional items, items of scales to measure organizational affective commitment and entrenchment, and items relating to perceptions of Human Resource Management (HRM) practices
These studies are justified in considering these linkages as predictors of behaviors relevant to the organizational context, such as absenteeism, turnover, and performance, as well as the need to identify the foundations of behavior patterns desired by organizations (Cohen, 2003)
Summary
Globalization and the pressure for innovation as means of survival have changed the psychological contract between organizations and their employees. Workers today do not expect to develop their careers in only one organization (Nussbaum, 1991 as cited in Carson & Bedeian, 1994). Cooper-Hakim and Viswesvaran (2005) estimate an average of five changes of organization throughout a career. Since it is no longer possible to secure jobs, companies attempt to ensure employability and, to that end, invest in developing their people to enhance their potential mobility. This generates a paradox because companies must retain the talents they need. There is a demand for managerial strategies appropriate for this scenario in order to retain good employees through practices such as awards, promotions, compensation, and training (Buckingham & Coffman, 1999 as cited in Barros, 2007)
Sign-in/Register to view highlights & summary Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
