Human resource practices, organizational commitment and intention to stay

By J. Chew, Christopher Chan. 2008

524 citations recorded by the source corpus.

Purpose - The purpose of this paper is to examine the impacts of key human resource (HR) practices on permanent employees' organizational commitment and intention to stay. These practices include facilitating of person-organization fit (P-O fit), designing effective remuneration and recognition, creating sufficiently challenging assignments, and implementing training and career development. Design/methodology/approach - The study was carried out in three phases. First, 13 experts (e.g. academics, HR managers and organizational psychologists) were interviewed using the Delphi technique. Second, in-depth interviews with 12 HR managers were conducted. Third, 457 employees from nine Australian organizations responded to a survey. Structural equation modeling was used to test the hypotheses. Findings - Organizational commitment was positively affected by P-O fit, remuneration, recognition, and an opportunity to undertake challenging employment assignments. Intention to stay was significantly related to P-O fit, remuneration, recognition, training and career development. Surprisingly, training and career development was not significantly related to organizational commitment and challenging assignment was not significantly related to intention to stay. Originality/value - This paper contributes to existing knowledge by testing HR practices in large public and private Australian organizations, which are impacted by demographic changes, increasing dependence on outsourcing, and industrial relations reforms. Thus, the results of this study will provide practitioners with better insights into some practices that could elevate organizational commitment and retention of employees.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/df23f7c2ae5852cd992a3a55364277ec3e40b86e

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Citations in the corpus

Socially responsible HR practices and employees’ intention to quit: the mediating role of job satisfaction (2015, background): “A number of studies have attempted to find out the significant relationships between HR practices and employees’ turnover intentions (Chew and Chan 2008; Lam, Chen, and Takeuchi 2009).”
HR practices and turnover intention: the mediating roles of organizational commitment and organizational engagement in a selected region in Malaysia (2013, background): “Mediating role of organizational commitment There are ample evidences in the literature that support the significant relationship between HR practices and turnover intention (e.g. Caldwell et al. 1990; Chew and Chan 2008; Lam, Chen and Takeuchi 2009; Gould-Williams and Mohamed 2010).”
Does perceived support in employee development affect personnel turnover? (2011, background): “In recent paper, Chew and Chan (2008) also showed that ‘training and career development’ has no significant effect on employees’ intentions to stay with the firm.”
The relationship between leadership styles and organizational commitment in Malaysia: role of leader–member exchange (2010, background): “In response to these potential problems, many forward-thinking organizations are striving to create a positive organizational climate in order to keep those good employees through various human resource management initiatives (Chew and Chan 2008 ).”
Internal marketing, internal branding, and organisational outcomes: The moderating role of perceived goal congruence (2013, background): “Finally, Chew and Chan (2008) gave a more specific call, stating there is a need for more empirical work identifying factors that enhance employees’ organisational commitment and intention to stay in an Australia context.”
Talent and leadership development practices as drivers of intention to stay in Lebanese organisations: the mediating role of affective commitment (2013, background): “…between investment in HRM practices, work ethic and attitudes to change (Yousef 2000a); leadership behaviour and job satisfaction and job performance (Yousef 2000b); mentoring and organisational citizenship behaviours (Ghosh et al. 2012) and HRM practices and intention to stay (Chew and Chan 2008).”
Human resource practices and organizational commitment: The mediating role of job satisfaction in emerging economy (2019, background): “The relationship of “Reward and Recognition” and “Organizational Commitment” is not mediated by “Job Satisfaction”.”
Constructing career competency model of hospitality industry employees for career success. (2013, methodology): “Prior studies have employed the Delphi technique in a wide range of research fields, including social sciences (Chew and Chan, 2008), information systems (Bhuasiri et al.”
Leadership styles and organizational commitment: literature review (2016, background): “stay (Chew and Chan, 2008; Mathieu and Zajac, 1990; Meyer et al., 2002; Porter et al., 1974), absenteeism (Angle and Perry, 1981; Meyer et al.”