The influence of human resource management practices on employees work related attitude and behavior: examining the effect of job embeddedness
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Date
2010
Authors
Munusamy Naidu, Kalpana
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Abstract
Human Resource Management (HRM) and the practices have gain amplified interest by the researchers due to its impact on employee retention. Past researches
showed substantial evidence linking between human resource management practice,
employees’ level of organizational commitment and their turnover intention. The main
endeavor of this study is to explore the impact of human resource management practice
on employees work related attitude and behavior by solely focusing on DHL Company.
Seven component of human resource functions namely job design, HR planning,
recruitment and selection, training and development, compensation, performance
management and employee relations have been chosen as a focal point to investigate the
mediating role of entirely new concept in organizational behavior field - job
embeddedness.
Primary data was gathered through self administered questionnaire using 5-point
likert scale. 135 DHL full time employees voluntarily participated in this study. The
results have indicated one surprising finding whereby recruitment approach has opposite
relationship with both organizational commitment and turnover intention variable while
other HRM practice such as compensation increase the employees’ commitment towards
the organization. On the other hand, job embeddedness mediates the relationship between
HRM and both organizational commitment and turnover intention. Finally implication of
the findings, potential limitations and directions for future endeavors are suggested.
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Keywords
Business Administration , Human Resource Management Practices , Employees Work Attitude and Behavior