High Commitment Human Resource Management Practices and Employee Outcomes, HR Attribution Theory and a Proposed Model in the Context of Bangladesh

Nadia Newaz Rimi

doi:10.22610/imbr.v5i11.1085

Abstract

Human resource management (HRM) practices have been studied as a composite or bundle approach with different names including different practices. Each bundle includes common HRM practices of staffing, compensation, training and development, performance appraisal, job design and career development issues with varying dimensions. The present study refers these HRM practices as High Commitment HRM (HCHRM) practices. Prior studies identify these HCHRM practices related to employee outcomes of satisfaction, commitment and retention. Consistent with early findings, the present study believes a relation between HCHRM and employee outcomes. Additionally, HR attribution theory is discussed here to explain the causal relationship between HCHRM practices and employee outcomes. Based on the review of HCHRM practices literatures and existing HRM practices of Bangladesh, a research model is proposed and propositions are developed, The model is expected to be tested in future to identify the relationship among HCHRM practices, HR attribution and employee outcomes in the context of Bangladesh. The proposed model can be tested in other countries as well.

Highlights

Contemporary Human Resource Management (HRM) scholars are studying and documenting the developments in HRM in the management literatures (Som, 2007; Schuler & Jackson, 2008)
High Commitment HRM (HCHRM) or HPHRM are found having relation with employee attitudinal and behavioral outcomes such as, commitment and turnover (Arthur 1992, 1994; Huselid 1995) and; job satisfaction (Macky & Boxall, 2007). Based on these early literature findings, the aim of the present study is developing a research model and propositions regarding the link between HCHRM practices and employee outcomes to be employed in the organizations of Bangladesh
HR attribution theory will be explored to explain the effect of employee attribution to the relationship between HCHRM practices and employee outcomes

Summary

Introduction

Contemporary Human Resource Management (HRM) scholars are studying and documenting the developments in HRM in the management literatures (Som, 2007; Schuler & Jackson, 2008). HCHRM or HPHRM are found having relation with employee attitudinal and behavioral outcomes such as, commitment and turnover (Arthur 1992, 1994; Huselid 1995) and; job satisfaction (Macky & Boxall, 2007) Based on these early literature findings, the aim of the present study is developing a research model and propositions regarding the link between HCHRM practices and employee outcomes to be employed in the organizations of Bangladesh. For this purpose, HR attribution theory will be explored to explain the effect of employee attribution to the relationship between HCHRM practices and employee outcomes. The present model is expected to future empirical test within and beyond Bangladesh

Objectives

Results

Conclusion