Open AccessThe Effect of Human Resources Practices on Organizational Commitment: A Jordanian Study
Author(s) -
Taghrid Suifan
Publication year - 2015
Publication title -
journal of management research
Language(s) - English
Resource type - Journals
ISSN - 1941-899X
DOI - 10.5296/jmr.v7i4.7972
Subject(s) - organizational commitment , scale (ratio) , psychology , human resources , sample (material) , human capital , organizational performance , social psychology , management , business , marketing , geography , economic growth , economics , chemistry , cartography , chromatography
Abstract The effect of human resources practices on organizational commitment was examined in this study using a sample of 500 subjects randomly selected from employees working for public and private organization in various industries in Amman, the capital city of Jordan. Of the mailed questionnaires, 431 questionnaires were returned with a response rate of 86 percent. A bulk of scales was adopted from related works to measure constructs. Organizational commitment was measured by organizational commitment scale developed by Meyer and Allen (1997), training was measured using a scale developed by Yahya and Goh (2002), person-organization fit was measured by a scale developed by Netemeyer et al. (1997), and, finally, rewards construct was measured by a scale adopted from Sejjaaka and Kaawaase (2014). The results pointed out that all HR practices examined (training, person-organization fit, and rewards) were significantly and positively associated with organizational commitment. Research limitations and future research directions were brought out.