Retaining Staff Employees: The Relationship Between Human Resources Management Strategies and Organizational Commitment

Abstract

Organizational behavior studies suggest that employee retention is dependent upon levels of organizational commitment. This study focused on the potential influence that human resources management (HRM) strategies have on organizational commitment levels among staff employees. The study collected data on human resources practices at thirty-four public institutions of higher education. In addition, staff employees from six of these institutions completed a survey measuring affective, continuance, and normative organizational commitment levels. Statistical analysis procedures found significant relationships between the HRM strategies and two of the commitment constructs, indicating that certain HRM strategies can affect organizational commitment and potentially influence turnover.