ijbm.ccsene
This sugg manageme
than one p Furthermo
human re appraisal,
assessed. commitme
other studi and Geare
commitme and safe w
to organiz the organiz
was includ human res
performan effectivene
The study results, it w
built on th staffing, et
employees spurs posi
literature p and Allen
employee cut down
employees created a c
psycholog fulfillment
advantage advantage
3. Theoret
The mode hypothesiz
commitme organizatio
manageme appraisals,
dimension 1990. The
variables,
Figure
et.org
gests that it is ent practices r
practice. As a ore, in this stu
source manag rewards, bene
Therefore, in ent will be exa
ies that showe e’s 2005 stu
ent, recruitmen working condit
ational commi zation’s human
ded. It was dem source manage
nce appraisal, ess. In this stud
by Kinicki et was seen that e
hese results by tc., when an o
s begin to beli itive employee
provided ampl 1994 inform
benefits provi on labor exp
s have come t conflict betwee
ical contract. t of the psych
s of profit sh s of wages and
tical Framewo
el illustrated i zed linkage i
ent. As discu onal commitm
ent practices , and reward
ns of affective e research mo
while organiza
1. The research
Intern
s more impor rather than one
result, this st udy, instead of
gement practi efits, working
this study, ei amined. Note t
ed that these pr udy of the i
nt and selectio tions were incl
itment. From C n resource ma
monstrated tha ement practices
along with tr dy, grievance s
t al. 1992 gav employee work
proposing that organization sh
ieve that the o e attitude. As
le support for med the inclusi
ided by emplo penses, organ
to depend on e en employers’
The study pr hological con
haring to orga d bonuses to or
ork
in Figure 1 w indicates that
ussed earlier, ment and impro
were measure systems Lim
commitment, del is displaye
ational commi
h model and th prac
national Journal
rtant to study e on organiza
tudy uses a co f questioning
ces effectiven conditions, eq
ight human re that these eigh
ractices had si influence of h
on, training an luded. These p
Chang’s 2005 anagement pra
at higher organ s of the organi
raining effecti system and sug
ve more suppo k habits are inf
t in addition to hares informat
rganization su s a result, info
its significant on of benefits
oyers and an e nizations are n
employer-prov practices and
roposes severa ntract. In the
anizational com rganizational p
was constructe human reco
human recou ove the levels
ed using recru m Ling, 201
, continuance ed in Figure 1
tment represen
he hypothesize ctices and the o
l of Business and
56
y the effect of ational commit
ombination of employees on
ness, employe qual employm
esource manag ht human resou
gnificant effec human resour
nd developmen practices were
5 study of the ctices on orga
nizational com ization were ef
veness, staffin ggestion system
ort to informat fluenced by re
o using other h tion with its em
upports and are formation shar
t effect on org . Over the yea
equal increase now decreasin
vided benefits workers’ expe
al ways of res same vein, C
mmitment. Ar performance.
ed according ourse managem
urse managem of loyalty of
ruitment meth 12. Organizat
commitment, where Huma
nts the depend
ed relationship organizational
d Management
f a combinati tment, because
f eight human n their overall
ees’ perception ent opportunit
gement practic urce managem
cts on organiza rce manageme
nt, equal empl found to be po
e influence of anizational com
mmitment resul ffective. Anoth
ng, grievance m were includ
tion sharing as eal human reso
human resource mployees and r
e committed to ring was inclu
anizational co ars, there has b
in the costs a ng benefit pa
to help satisf ectations, resul
solving this co Coyle-Shapiro
rthur 1994,
to the object ment practice
ment practices employees in
ods, training tional commitm
and normativ an resource pra
dent variable.
ps based on the commitment
ion of specifi e organizations
resource man perception of
ns about train ty, and inform
ces’ influence ment practices w
ational commi ent practices
loyment oppor ositively and s
employees’ ov mmitment, per
lted from emp her factor inclu
system, and ded as informat
s an influencin ource programs
e management requests emplo
o them. This p uded in this s
ommitment. Th been an increas
ssociated with ackages. Notw
fy basic securi lting in a viola
onflict, which et al. 2002
on the other
tives of the p es are linked
s is assumed organizations
and developm ment was me
ve commitmen actices represe
e human resour
Vol. 12, No. 1;
ic human reso s make use of
nagement pract f the organizat
ning, perform mation sharing
e on organizat were obtained
tment. From E on organizat
rtunities, and significantly re
verall perceptio formance appr
ployees’ beliefs uded in the stu
suggestion sy tion sharing.
ng factor. From s. The authors
t practices tra oyees’ suggest
positive impre study because
he study by Lu se in the numb
h these benefit withstanding, m
ity needs. Thi ation of emplo
would result study showe
hand, showed
present study. to organizat
d to influence . Human resou
ment, perform asured using
nt Allen M ent the indepen
rce manageme
2017
ource more
tices. tions’
mance were
ional from
Edgar tional
good elated
on of raisal
s that udy is
ystem m the
have ining,
tions, ssion
past ucero
ber of s. To
many s has
yees’ in a
d 25 d the
The ional
e the urces
mance three
Meyer, ndent
ent
ijbm.ccsenet.org International Journal of Business and Management Vol. 12, No. 1; 2017
57
3.1 Operational Definitions 3.1.1 Human Resource Management Practices Independent Variable
Human resource practices can be defined as efforts marshaled by organizations in ensuring proper management of its pool as a way targeting the achievement of organizational goals Armstrong, 2013. In the present study,
the practices have been grouped in four major categories such as the methods of recruiting, training and development, the reward systems, and appraisals of employee performance. Recruitment Methods refers tothe
success of organization solely leans on the employees; hence, there is need for the organization to scout for the best staff during its process of recruiting employees Foss et al., 2015. Training and development refers tothe
training and development of human capital which is of pivotal role in ensuring that the employees are abreast with the market trends thus avoiding any incidents of losses resulting from ignorance of the staff Zhou et al.,
2011. Performance appraisal is a systematic way assessing performance of the employee by a supervisor. Performance appraisal is a trend far as human resource management practice is concerned Cystuli and Jacobs,
2012. Reward Systems is a structured system in which employees are rewarded as a way of motivating. There is a need for companies to recognize, appreciate, as well as reciprocate the efforts, contribution and achievements
of an employee in the course of his or her duty Newman and Sheikh, 2012.
3.1.2 Organizational Commitment Dependent Variable Organizational commitment has been defined in various ways Mowday et al., 2013. According to Greenberg
and Baron 2003, Organizational commitment was proposed as the extent to which an individual identifies, and involves with his or her organization andor the willing to leave it. Furthermore, Myer and Herscovitch 2001, p.
301 defined commitment as: “a force that binds an individual to a course of action of relevance to one or more targets”. In the present study, organizational commitment was defined depending on the three component model
of commitment developed by Meyer and Allen 1997 who proposed that organizational commitment was experienced by the employees as affective commitment, continuance commitment, and normative commitment.
Affective commitment reflects commitment based on emotional ties the employee develops with the organization primarily via positive work experiences, whereas normative commitment reflects commitment
based on perceived obligation towards the organization, for example: routed in the norms of reciprocity. Furthermore, continuance commitment reflects commitment based on the perceived cost both economic and
social of leaving the organization.
The tool used in the present study the organizational commitment questionnaire OCQ developed by Porter et al. 1974 is one of the most common methods of assessing the type of organizational commitment utilized in
many studies. The constructs with their measures are shown in Appendix 1. 3.2 Hypotheses
Based on the theoretical framework displayed in Figure 1, the hypotheses standing behind the present study were as follows:
H1: There is an effect of human recourse practices on organizational commitment in chain pharmacies in Jordan. H1.1: There is an effect of recruitment and selection on affective commitment in chain pharmacies in Jordan.
H1.2: There is an effect of training and development on affective commitment in chain pharmacies in Jordan. H1.3: There is an effect of performance appraisal on affective commitment in chain pharmacies in Jordan.
H1.4: There is an effect of reward system on affective commitment in chain pharmacies in Jordan. H2.1: There is an effect of recruitment and selection on continuance commitment in chain pharmacies in Jordan.
H2.2: There is an effect of training and development on continuance commitment in chain pharmacies in Jordan. H2.3: There is an effect of performance appraisal on continuance commitment in chain pharmacies in Jordan.
H2.4: There is an effect of reward system on continuance commitment in chain pharmacies in Jordan. H3.1: There is an effect of recruitment and selection on normative commitment in chain pharmacies in Jordan.
H3.2: There is an effect of training and development on normative commitment in chain pharmacies in Jordan. H3.3: There is an effect of performance appraisal on normative commitment in chain pharmacies in Jordan.
H3.4: There is an effect of reward system on normative commitment in chain pharmacies in Jordan.
4. Methodology
