Abstract
The purpose of this paper is to measure the impact of human resource management practices individually and as a system on organizational commitment. Data were collected from 304 respondents from banking sector of China. A questionnaire survey for this purpose was conducted in different cities of China. Correlations and multiple regression statistics analysis were used to explore the relationship between the variables involved in the study. The findings of the study provide support for the variables (selection, training, performance appraisal, promotion, performance based rewards, information sharing, job security and human resource management system) and are confirmed by the results of the previous studies. The findings of the current study support the notion that the HR practices relates to organizational commitment, individually and as a system as well. These findings provide important avenues for the banking sector of China and for the debate regarding convergence of the human resource management practices regionally as well as internationally.
Highlights
China, having seen a phenomenal growth in the last three decades of openness ideally sits right across the western economies, and has overpowered most of them in becoming the second largest economy of the world
Studies focusing on the HR practices, organizational commitment and performance relationship have focused on HR practices individually and as a HR system as well
China, being the second largest economy of the world leaves a considerable influence on the things happening around the world, and in academic research as well, provides an ideal platform to look into the relationship between the HR practices and organizational commitment
Summary
China, having seen a phenomenal growth in the last three decades of openness ideally sits right across the western economies, and has overpowered most of them in becoming the second largest economy of the world. Organizational commitment is believed to have an impact on different individual variables; e.g. competence, information sharing and rewards (Allen & Meyer, 1990; Pare & Tremblay, 2007). This focus on single HR practices has been challenged by authors like (MacDuffie, 1995) on theoretical and methodological grounds. Keeping in view the above-mentioned background, the current study aims to provide in-depth analysis of the link between human resource practices and organizational commitment from employees’ perspective. Before concluding, the discussion and implications for future research in this area will be elaborated
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