ارتباط بین عملکردهای مدیریت منابع انسانی و تعهد سازمانی: یک مطالعه میدانی

To begin with, of the most important factors that affect the operational performance of the companies is the human resources. Therefore, the development of organizational commitment needs effective human resource management practices. In organizational behavior and industrial and organizational psychology, organizational commitment is the individual's psychological attachment to the organization. Organizational commitment predicts work variables such as turnover, organizational citizenship behavior, and job performance. The current study is intended to provide analysis of the relationships between HRM practices and organizational commitment in companies which operate in the province of Konya/Turkey. From various previous studies, 56 HRM practices items were adopted for this study. These include “manufacturing and human resources fit, behavior and attitude, team activities, interaction facilitation, incentives to meet objectives, training on job skills, training in multiple functions, communication of strategy, feedback on performance”. In this study, Pfeffer (1998)’s scale of human resources management practices and Mowday & Steers (1979)’s organizational commitment scale, Ahmad, & Schroeder (2003) version were used. Data was analyzed using descriptive statistics to project the respondents’ profiles as well as the general patterns of the variations in the HRM variables and organizational commitment. Correlations and multiple regression, statistic regression analysis were used to explore the relationship between the variables involved in the study. As a result of analysis of the findings from top, middle and, the first-tier managers (n=169) except for “training on job skills”. It was found that there was a strong and statistically positive significant relationship between other HRM variables and organizational commitment. The findings of the study provide support for the variables concerned and are confirmed by the results of the previous studies.

Although much of the previous research on the relationship between HRM practices and organizational performance has concentrated on a single HRM practice, within growing number of research it has been argued for instituting complementary bundles of HRM practices to enhance organizational performance. However, very few studies have examined the impact of HRM practices on operational performance measures (quality, cost, delivery etc) or intangible performance measures such as organizational commitment (Ahmad & Schroeder, 2003:21, 23, 25).Organizational commitment is an indicator that testifies whether the HRM practices employed in an organization are able to foster psychological links between organizational and employee goals. This is an intangible outcome of a HRM system and is important in retaining employees and exploiting their potential to fullest extent over time (Ahmad & Schroeder, 2003: 26).

The primary purpose of the present study was to evaluate the effect of HR practices in the 4 major sectors (machinery, electrical and electronics, automotive and food sectors) of Konya. Positive correlations among different HRM practices show that when a company or plant increases its efforts in one of the HRM practices, it is also more likely to increase efforts in other practices (Ahmad & Schroeder, 2003: 27). In our research, we have applied questionnaires and included 169 participants who are top tier management staff working for firms belonging to major sectors like mechanical, electric-electronic, automotive and food, who are registered at Konya Chamber of Industries. In this research, correlation between human resources management practices and organizational commitment was analyzed. In context to this correlation 2 tests were applied to nine hypotheses, the results were found to be significant p<0.05 and therefore each of the hypotheses were accepted.