INVESTIGATING HOTEL EMPLOYEES' ORGANIZATIONAL COMMITMENT: THE INFLUENCE OF HUMAN RESOURCE MANAGEMENT PRACTICES AND PERCEIVED ORGANIZATIONAL SUPPORT

Mohamad Abdullah Hemdi

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Employee Performance and Management Job Satisfaction and Organizational Behavior Human Resource and Talent Management

Abstract

This study examines a model involving HRM practices, organizational commitment, and perceived organizational support. It was hypothesized that HRM practices (performance appraisal, training, and career development) will be positively related to organizational commitment, and that perceived organizational support would serve as a mediator in the relationship between HRM practices and commitment. The statistical results on data gathered from a sample of 214 employees attached to manufacturing firms in Malaysia demonstrated that all three practices have direct positive and significant relationships with perceptions of organizational support. In addition, perceived organizational support was found to mediate the relationship between one HRM practice (training and development) and commitment. Theoretical and managerial implications are suggested.

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References

2017Exchange and Power in Social Life 1960The Norm of Reciprocity: A Preliminary Statement 1990The measurement and antecedents of affective, continuance and normative commitment to the organization 1995THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE.1979The measurement of organizational commitment 2002Perceived organizational support: A review of the literature.1990A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment.1974Organizational commitment, job satisfaction, and turnover among psychiatric technicians.

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2019Human resources management practices and organizational commitment in higher education 2016Tour leaders’ job crafting and job outcomes: The moderating role of perceived organizational support 2014An empirical investigation into the influence of human resource management practices on work engagement: the case of customer-contact employees in Malaysia 2013Turnover in the hospitality industry: can reciprocity solve the problem?2015

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