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Management International Review
Erschienen in: Management International Review 1/2010

01.02.2010 | Research Article

High Commitment HR Practices and Top Performers

Impacts on Organizational Commitment

verfasst von: Visiting Ass. Prof. Kiwook Kwon, Prof. Johngseok Bae, Prof. John J. Lawler

Erschienen in: Management International Review | Ausgabe 1/2010

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Abstract

  • Both scholars and practitioners have paid much attention to the impact of retaining top-performing knowledge workers on organizational effectiveness.
  • This study hypothesizes and analyzes how a bundle of high-commitment human resource practices (HCHRPs) influence affective organizational commitment, a strong predictor of employee turnover, of top performers versus ordinary employees.
  • This study suggests that HCHRPs may enable organizations to retain not only ordinary employees but also top performers through their positive impact on employees’ organizational commitment.
  • Using a sample of middle level managerial and R&D workers in 11 subsidiaries of a multinational conglomerate located in East Asia, this study showed that a bundle of high commitment human resource practices was positively related to the affective organizational commitment of top performers more than that of lower performers.
Vorheriger Artikel Corporate Diversification, TMT Experience, and Performance
Nächster Artikel Expatriate Adaptation

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Fußnoten
1
There is an ongoing debate on designing compensation practices of HCHRPs. Whereas some studies are more likely to emphasize that organizations need to pay for performance according to individual as well as group and organization performance for motivating employees (e.g., Agarwala 2003; Appelbaum et al. 2000; Guthrie 2001; Huselid 1995), others appear to suggest that organizations need to pay for performance based on group or organization performance rather than individual performance in order to enhance cooperation among organizational members (e.g., Collins and Smith 2006; Pfeffer 1994, 1998). We posit that HC HRM is basically based on cooperation and the norm of reciprocity. Hence a pay system should support this direction. When individual performance-based pay is adopted, this should be used in a supplementary or complementary manner not to damage the basic premise of HC HRM. Performance-based pay in this study includes both individual and group performance due to limitation in measurement.
 
2
Researchers suggest that an organizational commitment questionnaire (OCQ) may compound different meanings of OC such as affective, continuance, and normative (Meyer and Allen 1997; Meyer and Smith 2000). In particular, it has been argued that, whereas affective OC which stems from employees’ identification with the values and goals of organizations may lead to beneficial outcomes, continuance commitment based on calculation on the costs of leaving may negatively influence organizations’ performance (Iles et al. 1990; Meyer and Allen 1997; Randall 1987). In fact, most discussion in HRM literature implicitly refers to affective OC rather than continuance or normative commitment.
 
3
We regressed affective OC on only demographic variables, tenure, age, education, and profession. That regression model was significant (F = 19.249, p < 0.001; R 2  = 0.14) and tenure (p < 0.01), profession (p < 0.05), and age (p < 0.001). However, as supervisor support and HCHRPs were added in subsequent regression models, the significance of demographic variables such as tenure and profession disappeared. These results are consistent with arguments by Meyer and Allen (1997) that relational and work practices variables generally have a strong impact on affective OC but demographic variables have, at best, a weak impact on affective OC.
 
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Metadaten
Titel
High Commitment HR Practices and Top Performers
Impacts on Organizational Commitment
verfasst von
Visiting Ass. Prof. Kiwook Kwon
Prof. Johngseok Bae
Prof. John J. Lawler
Publikationsdatum
01.02.2010
Verlag
SP Gabler Verlag
Erschienen in
Management International Review / Ausgabe 1/2010
Print ISSN: 0938-8249
Elektronische ISSN: 1861-8901
DOI
https://doi.org/10.1007/s11575-009-0023-6

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