The effects of HRM practices and antecedents on organizational commitment among university employees
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SourceInternational Journal of Human Resource Management, 17, 12, (2006), pp. 2035-2054
Article / Letter to editor
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Organisatieontwikkeling - t/m 2007
SW OZ NISCO MT
International Journal of Human Resource Management
SubjectPARTicipation and New Employment Relations
This paper examines which factors affect organizational commitment among Dutch university employees in two faculties with different academic identities (separatist versus hegemonist, Stiles, 2004 Stiles, D. 2004. Narcissus Revisited: The Values of Management Academics and their Role in Business School Strategies in the UK and Canada. British Journal of Management, 15(2): 157–75. [CrossRef], [Web of Science ®], [Google Scholar] ). The analyses of Web survey data reveal that in the separatist faculty decentralization, compensation, training/development, positional tenure and career mobility have significant effects. Age, organizational tenure, level of autonomy, working hours, social involvement and personal importance significantly affect the employees' organizational commitment in the hegemonist faculty. Participation, social interactions and job level are factors that are important in both faculties. The findings indicate that the set of factors affecting the organizational commitment of employees differs between the separatist and hegemonist faculties. The findings empirically support the argument that different configurations or ‘bundles’ of HRM practices (Delery and Doty, 1996 Delery, J.E. and Doty, D.H. 1996. Modes of Theorizing in Strategic Human Resource Management: Tests of Universalistic, Contingency, and Configurational Performance Predictions. Academy of Management Journal, 39(4): 802–35. [CrossRef], [Web of Science ®], [Google Scholar] ; Guest, 1997 Guest, D.E. 1997. Human Resource Management and Performance: A Review and Research Agenda. International Journal of Human Resource Management, 8(3): 263–76. [Taylor & Francis Online], [Google Scholar] ) are suited for organizations with different identities. Explanations for the observed relationships, implications and limitations of the study are discussed.
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