Organizational Commitment Essay

The focal point of effective human resource anxiety (HRM) is on managing people indoors the employer-employee relationship. As banks argon considered a very(prenominal) critical assiduity of the economy, it is important that the workforces alimentationing these banks be well incite and atomic number 18 effective in delivering the necessary work output. It includes the productive example of employees to achieve the organizations business objectives and satisfy individual employee needs (Stone, 1998). HRM seeks to strategically combine the interests of an organization and its employees (McGraw, 2003).Consequently, ineffective HRM can be a major barrier to employee happiness and organization success (McGraw, 2003). HRM practices in the banking industry play a key role in attracting, incite, rewarding, and retaining employees. HRM practices include recruiting employees, selecting employees, invention work, compensating employees, and developing good labor and employee rela tions (Noe, 2005). For the purpose of this study, the researcher bundled quin specific human resource management practices.These are HR planning, training, public life maturation, practiseance appraisal, and employee participation programs. The researcher chose to bundle HRM practices since bundled HRM practices produce interrelated and encomiastic functions. For example, training and development, and performance appraisal overlap each opposites results. The appraisal of an employees performance testament show potentials and identify gaps in employees knowledge, skills, and abilities that will be filled in by training and development.Furthermore, the alignment of HR practices produce synergy contributing to increase productivity and corporate fiscal performance (Huselid, 1995). Bundled HRM practices loan to overall firm performance by motivating employees to adopt desired attitudes and behaviors (Bowen & Ostroff, 2004). Moreover, Chang (2005) argues that employees sensed HR practice as an sole(a) and single practice rather than separate and diverse fields. According to Fishbeins (1963) an individuals overall attitudes towards each HRM practices can be cor do by a summation of the belief held about each HR practices.It is important to study HRM practices and its relationship with work related attitudes, and behaviors. Attitude is a mental state of readiness that is organized through vex, applying a high-power influence on the individuals response to objects and situations to which it is related such as task satisfaction and organisational trust. (Allport, 1935). On the other hand, behaviors are manners in which an individual or group conduct and respond to his/her environment like Organizational Citizenship demeanors or OCBs ( Robbins, 2005).Employee perception of organizational banking practices and operative conditions within the banks of Jamaica influence employee attitudes and behavior (Guest, 2001). Existing organizational practices with in banks in Jamaica such as HRM should facilitate the development of desired employee attitudes and behavior that contribute to enhance firm performance. former studies have found that positive perceptions of HRM practices jumper cable to positive employee attitudes and behaviors such as job satisfaction (Guest, 1999), organizational trust, organizational commitment, organizational judge (Greenberg, 1990).Job satisfaction, organizational trust and OCBs were the variables selected to be examine in relation with HRM practices as these three pieces are key factors in organizational effectiveness and these variables are considered understudied. These facets affect and overlap each others functions and outputs that contribute to the development of HRM practices. Furthermore, this study contributes to the writings by examining a wide breadth of outcome measures within the same study.The study extends HRM literature in three ways. First, it provides additional research in the examini ng the role of HRM practices to employee attitudes and behaviors since on that point are limited studies in HRM conceptualized as a bundle (Chang, 2005 Guest, 2004 Huselid 1995). Second, it examines the hint of Morrison (1996) on the role of HRM practices in contributing to extra-role behaviors. An examination of HRM literature revealed that in that location has no study conducted investigating HRM to organizational citizenship behaviors. tierce, it also simultaneously examines HRM, job satisfaction, organizational trust, and OCBs in one study. anterior studies have examined these variables separately. For example, Ellickson (2002) and Bradley, Petrescu, and Simmons (2004) conducted the study on HRM practices to job satisfaction, Tzafrir (2004) examined HRM practices to organizational trust. Furthermore, since there are limited studies on HRM practices within the banking industry this would contribute to the importance of HRM practices in the management organization.Review of r elated to Literature Human Resource Management Practices HRM contribute to the attainment of an organizations hawkish advantage through the strategic implementation of a highly commit and competent workforce using an integrated range of cultural, structural, and somebodynel techniques. utile HRM leads to an organization success by developing employees that contributes to the delivery of products and services contract customer satisfaction, business results, and shareholder value (Stone, 1998).The main purpose of HRM is to amend the productive contribution of people wherein the employees are being heard by the management and befriending the employees to find new resources that enable them to successfully perform their jobs (Ulrich, 1997). The role played by human resource functions is best explained by determining the key objectives that they seek to align strategies, develop effective policies, systems and activities which are significant to the firms overall success (Torringt on, Hall & Taylor, 2002 Storey, 1995).HRM functions are critical in running an effective organization. Organizations need to have a competitive HRM functions in order to maintain a competent workforce and attain business objectives (Newman & Hodgetts, 1998). HRM function includes planning, training and development, career development, performance appraisal, and employee relations. These functions help organizations to facilitate strategies that allow them to achieve efficiency and effectiveness (Stone, 1998). HRM functions must tack in manner that it accomplishes new roles and new competencies.It also has to be alter to deal creatively and practically with the emerging challenge. HRM practices have a concrete and various intangible organizational consequences. Prior researches have found support for the role of HRM practices in predicting organizational commitment (Davidson, 1998), job satisfaction (Bradley et al. , 2004), and adjective justice (Edgar & Geare, 2005). Job Satisfac tion Job satisfaction is a acceptable emotional state resulting from the valuation of his or her work (Locke, 1976 Steijn, 2002).Even though job satisfaction is a highly personal experience, there are a number of facets that seem to contribute the most to feelings of job satisfaction. Steijn (2002) declared that mentally challenging work, adequate compensation pay, career opportunity, the ready handiness of promotions, people that are friendly, considerate, or good-natured superiors contribute to job satisfaction (Johns & Saks, 2000). For instance, the ready availability of promotions is positively related to job satisfaction.The promotion presumptuousness enhances the perception of the employees that they are valued enough by the organization (Garrido, Perez, & Anton, 2005). Previous studies have shown that compensation (Bassett, 1994), opportunity for advancement (Schneider, 1994), psychological climate, and leadership look (Howell & Frost, 1989) are antecedents of job satisfa ction. Organizational Trust Trust is an individuals expectation, assumption, or belief about the likelihood that a nonhers coming(prenominal) action will be beneficial, favorable, or at least not detrimental to ones interests (Meyer, Davis, & Schoorman, 1995).Trust is considered to be an essential circumstances in organizations since it is a consistent mechanism that supports organizational change and development in an unpredictable environment than hierarchical power and direct watchfulness (Kramer & Tyler, 1996). Several studies clearly indicate that the formation of trust within oeuvre relationships is complex and elusive (Tzafrir, 2003). Furthermore, workplace trust is a necessary element for the development of competitive advantage through support, co-operation, and improvement of systems.Trust is viewed as a feature of the affectionate foundation that begins interactions among parties (Mayer & Davis, 1999). According to Kramer and Tyler (1996), there is a need for organiz ational trust for the reason of there are organizational needs that are not to be disclosed and one of the elements to salute these requirements are employees that trusts their organization. Currall and Judge (1995) defined trust as an individuals reliance on another person under conditions of dependence and risk. colony means that ones outcomes are reliant on the authoritative or untrustworthy behavior of another.Furthermore, risk means that one would experience negative outcomes from the other persons untrustworthy behavior (Kramer & Tyler, 1996). Previous studies have shown that psychological contract breach (Costa 2001), leadership style and organizational communication are antecedents of organizational trust. Organizational Citizenship Behavior Organizational Citizenship Behavior (OCBs) are behaviors that are arbitrary, indirectly seen or recognized by the formalized compensation system, and as a whole encourage the effective go of an organization (Organ, 1998).It is also defined as an employee behavior that is above and beyond the call of duty and is therefore discretionary and not rewarded in the mount of an organizations formal reward structure (Konovsky & Pugh, 1994). friendly give-and-take is an explanatory mechanism to obtain OCBs. It refers to relationships that entail unspecified future obligations. Social exchange is a critical element in understanding OCBs. It is the hypothetic basis and the starting point for OCBs to obtain.When HRM practices offered by the organization are perceived favorable by employees, they tend to reciprocate by OCBs (Organ, 1998). For example, when supervisors treat employees fairly, social exchange and the norm of reciprocity (Gouldner, 1960) dictate that employees reciprocate, and OCBs are the avenue for employees reciprocation. There are five props of OCBs (Organ, 1998). First is altruism that involves all discretionary behaviors that have the effect of serving a specific other person with an organizational ly important task or problems.The second is conscientiousness it is the issue that a person goes well beyond the satisfactory or ask level in work attendance the person exemplifies the brand of OCBs. Third is sportsmanship which the employees goodwill in tolerating less than ideal circumstances without complaining and qualification a federal case out of small potatoes. The fourth dimension is civic virtue which is the behavior that shows a concern for participating in corporate life for example, by performing tasks that they are not call for to perform, and doing so for the benefit of the organization.It also implies a sense o pastime in what policies are adapted and which candidates are supported. The last dimension is dexterity which involves such actions as touching bestial with those parties whose work would be unnatural by ones decision or commitments. Touching base refers to actions done by employees that their co-employees values (Organ, 1998). Previous studies have shown that procedural justice (Alotaibi, 2001 Organ, 1998), organizational commitment (Alotaibi, 2001 Mayer & Allen, 1997 Moorman et al. , 1993 ), and job satisfaction (Alotaibi, 2001 Moorman et al. , 1993) leads to OCBs.