Abstract
High Commitment Human Resource Management is a commonly used human resource management method. Scholars’ research mostly focuses on its impact on organizational performance, ignoring the importance of individual employees’ behavior in modern enterprises. Based on AMO theory. This paper is taking China's small and medium-sized enterprises as the research object, to discuss the mechanism of the High Commitment Human Resource Management Practices on Performance perceived by employees in the organization. Data from 420 empirical Guangzhou textile companies show that high-commitment human resource management can significantly improve performance, and the ability system, motivation system, and opportunity system can all promote performance.
Highlights
The era of knowledge economy has arrived
The implementation of the human resource management system can change the attitude of employees (Wang Decai & Zhao Shuming, 2013), guide their behavior, and effective human resource management practices can guide employees to act in line with organizational goals, as well as improving the competitiveness of the company
The research in this paper focuses on the individual level of employees, exploring the impact of high-commitment human resource management practices on employees performance
Summary
In the era of information, networking, knowledge commodification, traditional production factors such as land, capital, and labor play less and less role in corporate competition. Organizational links such as corporate management systems, operating procedures, core values, employee behaviors, and competence have become key resource for improving the competitiveness of enterprises. The implementation of the human resource management system can change the attitude of employees (Wang Decai & Zhao Shuming, 2013), guide their behavior, and effective human resource management practices can guide employees to act in line with organizational goals, as well as improving the competitiveness of the company. By integrating the enterprise model and resource-based view in evolutionary economics, it positioned the acquisition of competitive advantage in the endogenous creation of enterprise knowledge, resources and capabilities
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