The Effect of Human Resource Management Practices on Organizational Commitment in SEMs in Hanoi
Main Article Content
Abstract
The article measures the effect of Human Resource Management (HRM) practices on organizational commitment in small and medium enterprises (SMEs). A survey of 379 employees working in Hanoi based SMEs in the commercial and service sector indicates that human resource training and development, performance evaluation, remuneration, job security, working environment, and organizational support have a positive affect on organizational commitment. The article then proposes several solutions to enhance organizational commitment in SMEs.
Keywords:
Human Resource Management, organizational com¬¬mitment, SMEs.
References
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[2] Ministry of Planning and Investment, The While Booke on Vietnamese Businesses 2020, Statistical Publishing House, Hanoi, 2020.
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[33] C.L. Wang, T. Indridason, M.N.K. Saunders, “Affective and continuance commitment in public, private partnership”, Employee Relations, 32(4) (2010) 396-417.
[34] J.F. Hair, R.E. Anderson, R.L. Tatham, W.C. Black, Multivariate Data Analysis, Fifth Edition, Prentice-Hall Intenational, Inc, 1998.
[35] D.T. Nguyen, T.M.T. Nguyen, Research Methodology in Business Administration, Statistical Publisher, 2009.
[2] Ministry of Planning and Investment, The While Booke on Vietnamese Businesses 2020, Statistical Publishing House, Hanoi, 2020.
[3] D. Giauquea, F. Resenterraa, M. Siggenb, “The relationship between HRM practices and organizational commitment of knowledge workers. Facts obtained from Swiss SMEs”, Human Resource Development International, 13(2) (2010) 185-205.
[4] R.T. Mowday, R.M. Steers, L.W. Porter, “The Measurement of Organization Commitment”, Journal of Vocational Behavior 14 (1979) 224-274.
[5] N.J. Allen, J.P. Meyer, “The measurement and antecedents of affective, continuance and normative commitment to the organization”, Journal of Occupational Psychology, 63 (1990) 1-18.
[6] P. Crewson, “Public service motivation: Building empirical evidence of incidence and effect”, Journal of Public Administration Research and Theory 7 (1997) 499-518.
[7] A. Newman, R. Thanacoody, W. Hui, “The impact of employee perceptions of training on organizational commitment and turnover intentions: a study of multinationals in the Chinese service sector”, The International Journal of Human Resource Management 22(8) (2011) 1765-1787.
[8] M.A. Nassar, “Human resource management practices and organizational commitment in four- and five-star hotels in Egypt”, Journal of Human Resources in Hospitality & Tourism, 2017.
[9] S. Wood, “Human resource management and performance”, International Journal of Management Reviews 1(4) (1999) 367-413.
[10] S.A. Way, “High Performance Work Systems and Intermediate Indicators of Firm Performance within the US Small Business Sector”, Journal of Management 28(6) (2002) 765-785.
[11] T.D. Wall, S.J. Wood, “The romance of human resource management and business performance, and the case for big science”, Human Relations, 58(4) (2005) 429-462.
[12] A. Price, Human Resource Management in a Business Context, 2nd Edition, London: Thomson, 2004.
[13] R.A. Noe. J.R. Hollenneck, B. Gerhart, P.M. Wright, Human Resource Management: Gaining a Competitive Advantage, 2006.
[14] S. Ahmad, R.G. Schroeder, “The impact of human resource management practices on operational performance: Recognizing country and industry differences”, Journal of Operations Management, 21(1) (2003) 19-43.
[15] Z. Senyucel, Managing the human resource in the 21st century, London, UK: BookBoon, 2009.
[16] M.A. Armstrong, handbook of personnel management practice, Kogan Page, London: UK, 2003.
[17] R. Shannak, Z. Al-Zu’bi, M. Alshurideh, H. Altamony, “A theoretical perspective on the relationship between knowledge management systems, customer knowledge management, and firm competitive advantage”, European Journal of Social Sciences 32 (2012) 520-532.
[18] S. Al-Sarayrah, B.Y. Obeidat, Z. Al-Salti, T. Kattoua, “The effect of culture on strategic human resource management practices: A theoretical perspective”, International Journal of Business Management and Economic Research 7(4) (2016) 704-716.
[19] D. Guest, “Human Resource Management and performance: a review and research agenda”, International Journal of Human Resource Management 8(3) (1997) 263-76.
[20] J. Pfeffer, “Seven practices of successful organizations”, California Management Review, 40 (2) (1998) 96-124.
[21] S. Ramlall, “Managing Employee Retention as a Strategy for Increasing Organizational Competitiveness”, Applied Human Resource Management Research 8 (2003) 63-72.
[22] J. Chew, C.C.A. Chan, “Human Resource Practices, Organizational Commitment and Intention to Stay”, International Journal of Manpower 29(6) (2008) 503-522.
[23] H. Bisharat, B.Y. Obeidat, A. Alrowwad, A. Tarhini, I. Mukattash, “The Effect of Human Resource Management Practices on Organizational Commitment in Chain Pharmacies in Jordan”, International Journal of Business and Management, 12(1) (2017) 50-67.
[24] P. Suksod, C. Cruthaka, “The Effect of Human Resource Practices on Employee Organizational Commitment: Findings from the Pharmaceutical Industry in Thailand”, System Revision Pharmacy 11(3) (2020) 77-86.
[25] J.P. Meyer, C.A. Smith, “HRM practices and organizational commitment: Test of a mediation model”, Canadian Journal of Administrative Sciences 17(4) (2000) 319 - 331.
[26] A.K. Paul, R.N. Anantharaman, “Influence of HRM practices on organizational commitment: A study among software professionals in India”, Human Resource Development Quarterly 15 (2004) 77-88.
[27] V. Browning, “The relationship between HRM practices and service behaviour in South African service organizations”, International Journal of Human Resource Management 17 (2006) 1321-1338.
[28] Payne, Huffman, “A longitudinal examination of the influence of mentoring on organizational commitment and turnover”, Academy of Management Journal 48 (2005) 158-168.
[29] H.T. Ho, H.L. Pham, “The Organizational Commitment of Employees in Khanh Hoa Travel Company”, Journal of Economic Development, 264 (2012) 56-64.
[30] T.A. Pham, T.H.D. Nguyen, “Human Resource Management and Organizational Commitment”, VNU Journal of Science: Economics and Business 29(4) (2013) 24-34.
[31] N.T. Nguyen, “The Impact of Human Resource Management to Employee Organizational Commitment”, Journal of Economics and Development 212(II) (2015) 43-51.
[32] J.M. Geringer, C.A. Frayne, J.F. Milliman, “In Research of “Best Practices” in International Human Resource Management: Research Design and Methodology”, Human Resource Management 41(1) (2002) 5-30.
[33] C.L. Wang, T. Indridason, M.N.K. Saunders, “Affective and continuance commitment in public, private partnership”, Employee Relations, 32(4) (2010) 396-417.
[34] J.F. Hair, R.E. Anderson, R.L. Tatham, W.C. Black, Multivariate Data Analysis, Fifth Edition, Prentice-Hall Intenational, Inc, 1998.
[35] D.T. Nguyen, T.M.T. Nguyen, Research Methodology in Business Administration, Statistical Publisher, 2009.