Abstract:
In this study, we examined how employee perceptions of development-oriented,
stability-oriented, and reward-oriented human resource management (HRM) practices
affected the likelihood of affective and continuance commitment profile membership.
Our focus on profiles of combined commitment components is a departure from a
literature dominated by studies of the separate forms of employee commitment.
Drawing from self-determination theory (Deci and Ryan 2000) we described the nature
of the psychological states believed to underlie the specific profiles under investigation,
then tested a series of theoretical predictions concerning the link between HRM
practices and the likelihood of profile membership. Predictor and criterion data for this
study were collected from 317 respondents working in a variety of Canadian-based
organizations. Our findings suggest ways that organizations can use HRM practices
strategically to help shape the nature of overall employee commitment.
