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Creating a Committed Workforce: Linking Socialization Practices to Business Strategy *
Author(s) -
Aryee Samuel
Publication year - 1991
Publication title -
asia pacific journal of human resources
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.825
H-Index - 33
eISSN - 1744-7941
pISSN - 1038-4111
DOI - 10.1177/103841119102900111
Subject(s) - socialization , argument (complex analysis) , organizational culture , business , workforce , human resource management , competitive advantage , organizational commitment , public relations , consistency (knowledge bases) , order (exchange) , knowledge management , sociology , marketing , political science , biochemistry , chemistry , finance , computer science , law , social science , geometry , mathematics
Critical to organizational survival in the 1990's is the creation of a committed workforce fostered by a strong organizational culture manifested in superior Human Resource Management (HRM) practices. In view of the emphasis on organizational culture it is further argued that for organizations to have order and consistency and thereby gain and sustain competitive advantage there should be systematic ways of bringing newcomers into the organization. Implicit in this argument is a call for renewed emphasis on socialization as an HRM practice. Operating in a strategic HRM framework, this paper argues that the thoroughness of socialization practices and therefore the level of employee commitment depends on the organization's business strategy. Propositions linking business strategy, thoroughness of socialization practices and type of employee commitment are suggested