HUMAN RESOURCES PRACTICES AND ORGANIZATIONAL COMMITMENT: CONNECTING THE CONSTRUCTS IN A PUBLIC ORGANIZATION

Abstract

ABSTRACT Purpose: This article aims to describe and analyze the relationship between human resources practices and organizational commitment in a large public urban sanitation company. Originality/value: It has been found that most human resources practices significantly influence organizational commitment, showing that the affective and normative commitment is the most affected and, on a weaker scale, there is the continuance commitment. Design/methodology/approach: The survey was conducted with 349 employees whose formulated hypotheses were verified by multiple regression. Findings: The results indicated a predominance of affective commitment of employees, greater agreement with the practice of human resources associated with benefits and disagreement with the career planning regarding the policies related to the internal selection process, self-development, compensation policy and the promotion process. The multiple regression analysis allowed to confirm the hypotheses postulated, revealing a more significant positive relationship between human resources practices with the types of affective and normative commitment when compared to the continuance commitment. Organizational commitment of the affective type proved to be positively influenced by the human resources practices associated with career planning and benefits, while the commitment of the normative type was positively more induced by the human resources practice related to training and development. Despite the fact that the article revealed results that contribute to the academy, future research must be carried out to improve the relationship between the constructs treated in this study.

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