The Role of Human Resource Management Practices in Predicting Organizational Commitment

Abstract

Theoretical definitions suggest that psychological identification and exchange evaluations affect the levels of organizational commitment that managers experience. A new, more applied approach was offered, suggesting that the Human Resource Management Practices (HRMPs) of an organization have direct influences on commitment. It was hypothesized that HRMPs would be more strongly related to commitment than demographic, job characteristic, social environment, or supervisory variables. Stepwise and hierarchical regression results of the responses of agricultural managers supported the hypotheses. The perceptions of the merit-system accuracy and the fairness of promotions accounted for the most variability. Tenure with organization and task identity were also significant predictors in the stepwise regression.