Relating career stage to attitudes towards HR practices and commitment: Evidence of interaction effects?
Year: 2004
Type: article
Study design: Observational Study
Abstract: A dominant theme within the human resource management (HRM) literature concerns the identification of "best practices" that will enhance both organizational performance and employee commitment. Although research exploring the impact of these practices at the level of the individual is considerably limited, it is implied that they may be applied both across and within organizations, yielding favourable outcomes such as higher organizational performance and enhanced employee commitment. This is despite claims that commitment is multidimensional and that certain organizational and individual variables are related to different forms of commitment. It is possible that organizations seeking to promote commitment might need to tailor HR practices to suit employees' needs, thus challenging the best practice perspective at the employee level. This article extends on the literature by examining whether the relationship between attitudes towards HR practices and commitment is moderated by career stage. The empirical research is based on an employee attitude survey within three financial service organizations in Ireland (N = 288). Using hierarchical regression analysis, the findings show that interaction effects are evident regarding attitudes towards HR practices and affective, continuance, and normative commitment. The implications of these findings for the management of commitment are discussed.
Author: Edel Conway
Institution: Dublin City University
Language: English
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W2108523925