The Impact of Organisational Commitment on Management Practices
The Impact of Organisational Commitment on Human Resource Management Practices: Case Study
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The problem at hand is to determine the impact of organisational commitment (OC) on human resource practices (HRP) at REFER. It is hoped that this will contribute to the adoption of practices that increase employee commitment, strengthening the organisation-employee bond and increasing employee satisfaction and productivity. The methodology is based on the application of a questionnaire to a representative and random sample of the company's population. The three-component model of EO by Meyer and Allen (1997), adapted by Bruno (2007) to the Portuguese context, and the HRM scale by Chambel (201...
The problem at hand is to determine the impact of organisational commitment (OC) on human resource practices (HRP) at REFER. It is hoped that this will contribute to the adoption of practices that increase employee commitment, strengthening the organisation-employee bond and increasing employee satisfaction and productivity. The methodology is based on the application of a questionnaire to a representative and random sample of the company's population. The three-component model of EO by Meyer and Allen (1997), adapted by Bruno (2007) to the Portuguese context, and the HRM scale by Chambel (2010) are used. The results suggest that EO has a significant impact on HRP, particularly in training and recruitment and selection, and show that most employees are emotionally committed, which means that individuals are less prone to turnover and absenteeism, perform better and exhibit superior organisational citizenship behaviours.
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