Performance Appraisal and Training and Development of Human Resource Management Practices (HRM) on Organizational Commitment and Turnover Intention

Vimala Kadiresan,Charles Ramendran Spr,Mohamad Hisyam Selamat,Sugumaran Selladurai,Ramesh Kumar Moona Haji Mohamed

doi:10.5539/ass.v11n24p162

Abstract

It is widely agreed that the impact of human resource management (HRM) practices can create comparative advantage for the organizational performance when organizational commitment matters. On the contrary, turnover has become a trend and it is at rise in the current working environment. The main intention of this study is to demonstrate a relationship between HRM practices and organizational commitment and its impact on turnover intention. Data of 75 employees from several different industries were collected throughout Klang Valley in Malaysia. The outcome reflects a correlation among Performance Appraisal and Training and Development (HRM practices) with organizational commitment which in turn contributed an inverse relationship with employee turnover intention. The greater commitment developed among employees will improve the organizational effectiveness through maintained skilled and experienced employees thus reducing turnover intentions. Therefore, this study dedicates to the knowledge on the impact of HRM practices on organizational commitment and turnover intention. The data results can serve as a reference or guideline when conducting relevant studies in the future.

Highlights

Human Resource Management’s (HRM) notion stresses upon the aspect that human capital employed in any particular organization must be considered as the organization’s asset instead of cost
The main intention of this study is to demonstrate a relationship between human resource management (HRM) practices and organizational commitment and its impact on turnover intention
An objective of this research finding was to assess the interrelationships between HRM practices consists of performance appraisal, training and development, and organizational commitment and turnover intention within the context of Malaysia

Summary

Introduction

Human Resource Management’s (HRM) notion stresses upon the aspect that human capital employed in any particular organization must be considered as the organization’s asset instead of cost. Research and studies, pertaining to the (direct and indirect) effects of Human Resource Practices towards organizational performance, conducted in many developed countries exhibited indications of a noticeably encouraging relationship between the human resource management practices of an organization and the organization’s overall performance (Applebaum, Bailey, Berg, & Kalleberg, 2000; Singh, 2004). Most of the research and studies undertaken in the field of HRM in the past were conducted by asking the human resource related personnel to answer the questions related to the practices in place for the purposes of recruitment, training, development, retention and performance appraisal methods but very few studies had focused on the importance of an individual employee’s perceptions regarding the effectiveness of the devised HRM policies on the overall performance of an organization (Boselie & Wiele, 2002). HRM practices that may be helpful in gaining commitment of the employees towards the organizational goals and the effect(s) of those practices in terms of reduction in employee turnover are the aim of this study

Methods

Results

Conclusion