Relating career stage to attitudes towards HR practices and commitment: Evidence of interaction effects?

By Edel Conway. 2004

120 citations recorded by the source corpus.

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.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/125bcf0a8e1f245e9ebd73ca091d51811b1f4585

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Relationships between leader and follower organizational identification and implications for follower attitudes and behaviour (2007, background): “The development and expansion of such ‘people power’ has become the focus of organizational efforts, such that human resource programmes are increasingly called upon to enhance organizational performance and employee commitment (Conway, 2004).”
Learning orientation, organizational commitment and talent retention across generations (2008, background): “Similar to our recommendation of generation-specific HR practices, Conway (2004) suggested that organizations might have to tailor HR practices to different career stages to better suit employees’ diverse needs and expectations.”
Exploring predictors of organizational identification: Moderating role of trust on the associations between empowerment, organizational support, and identification (2010, background): “So, the value of people in the organization has turned out to be the main focus of human resource management activities that concentrate on enhancing and maintaining high levels of employee performance and commitment (eg, Conway, 2004 ; Lawler, 1996 ).”
The influence of age on the associations between HR practices and both affective commitment and job satisfaction: A meta‐analysis (2010, unknown): “Only two previous studies (Conway, 2004; Finegold, Mohrman, & Spreitzer, 2002) have examined how the High commitment HR practices, affective commitment, and job satisfaction: age as a moderator Based on both the lifespan SOC theory (Baltes, Staudinger, & Lindenberger, 1999) and Regulatory Focus…”
An empirical study of high performance HRM practices in Chinese SMEs (2006, background): “If the organizational design allows career advancement and competency development, employees are less likely to leave current jobs (Conway, 2004).”
The Effects of Ethical Climates on Bullying Behaviour in the Workplace (2009, background): “Therefore, the employee remains in the organization because he/she ought to (Conway, 2004).”
Managing aging workers: a mixed methods study on bundles of HR practices for aging workers (2014, background): “Indeed, several studies (Finegold, Mohrman and Spreitzer 2002; Conway 2004; Kooij et al. 2010, 2013) found that the association between HR practices, on the one hand, and job satisfaction and affective commitment, on the other, changes with age.”
Exploring types of career orientation: A latent class analysis approach (2009, methodology): “Guest and Conway (2004) studied career orientations of employees in the UK and found that 25 per cent of employees in the UK expressed a preference for an independent career, 31 per cent for a disengaged career, and 36 per cent for a traditional career.”
Perceptions of HR practices, person–organisation fit, and affective commitment: The moderating role of career stage (2018, background): “…by a reduced emphasis on competition and upward mobility and greater concern for peer and professional relationships (e.g., helping others and mentoring) and strengthening the organization (Gould & Hawkins, 1978; Lynn et al., 1996). assignments, and more interesting jobs (Conway, 2004).”