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| Author: | Kwon, K. Bae, J. Lawler, J.J. |
| Title: | High commitment HR practices and top performers: Impacts on organizational commitment |
| Journal: | Management International Review
2010 : VOL. 50:1, p. 57-80 |
| Index terms: | human resource management organizational commitment knowledge employees multinational companies Asia |
| Language: | eng |
| Abstract: | This study examines and hypothesizes how a set of high-commitment human resource (HR) practices (HCHRPs) influence affective organizational commitment (hereafter as: o-c.), which is a strong predictor of employee turnover, of top performers (here as: top-prms.) vs. ordinary employees (as: o-empls). It is suggested that HCHRPs may enable organizations to retain both o-empls. and also top-prms. through their positive impact on employees' o-c. Based on a sample of middle level managerial and R&D workers in 11 subsidiaries of a multinational conglomerate located in East Asia, it is shown that a set of HCHRPs was positively related to the affective o-c. of top-prms. more than that of lower performers. |
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