New CIPD evidence proves front line leaders make the difference between low-performing and high-performing firms
- HRM Practices and Organizational Commitment: Test of a Mediation Model. Meyer, John P.; Smith, Catherine A. // Canadian Journal of Administrative Sciences (Canadian Journal of;Dec2000, Vol. 17 Issue 4, p319
Focuses on a study which examined the mechanisms involved in observed relations between human resource management (HRM) practices and employee commitment. Discussion on the evidence of relations between HRM practices and commitment; Nature and measurement of commitment; Methodology of the...
- Managing workplace commitment by putting people first. McElroy, James C. // Human Resource Management Review;Fall2001, Vol. 11 Issue 3, p327
Focuses on managing workplace commitment. Role of human resource practices in the development of commitment; Effects on the provision of employment security on the commitment of employee toward the organization; Connection between selective hiring practices and continuance commitment of employee.
- Organizational Commitment: The Roles of Emotional and Practical Intellect within the Leader/Follower Dyad. Humphreys, John H.; Weyant, Lee E.; Sprague, Robert D. // Journal of Business & Management;Spring2003, Vol. 9 Issue 2, p189
Studies the factors affecting organizational commitment. Relationship between leader behavior, follower commitment and the emotional and practical intelligence of each data; Results suggesting that the relationship between leader attributes and follower outcomes is not unidirectional.
- Have we studied, should we study, and can we study the development of commitment?: Methodological issues and the developmental study of work-related commitment. Beck, Karen; Wilson, Carlene // Human Resource Management Review;Fall2001, Vol. 11 Issue 3, p257
Outlines the current understanding of changes in commitment with time. Examination on the development of work commitments; Factors influencing the development of commitment; Implications of human resource management on practitioners.
- Five Ways To Re-Recruit Your Employees. Dotlich, David // American Salesman;Aug2001, Vol. 46 Issue 8, p19
Explores ways to re-recruit existing employees. Employee input solicitation on key projects; Implementation of an action coaching program; How to foster emotional commitment on employees.
- Integrating The Three Domains Of Employee Commitment: An Exploratory Study. Bergmann, Thomas J.; Lester, Scott W.; De Meuse, Kenneth P.; Grahn, Joyce L. // Journal of Applied Business Research;Fall2000, Vol. 16 Issue 4, p15
Previous research examining employee commitment has focused primarily on organizational commitment, with a limited number of studies investigating professional and professional association commitment. In the present study, the effects of satisfaction with human resource practices and employee...
- An Evaluation of a Three-Component Model of Occupational Commitment: Dimensionality and Consequences Among United Kingdom Human Resource Management Specialists. Snape, Ed; Redman, Tom // Journal of Applied Psychology;Feb2003, Vol. 88 Issue 1, p162
This study evaluated the J. P. Meyer, N. J. Allen, and C. A. Smith (1993) model of occupational commitment using a sample of 678 United Kingdom human resource management specialists. Support was found for the 3-component model, and findings suggest that the consequences of the affective,...
- THE PSYCHOLOGICAL CONTRACT AS A FRAMEWORK FOR UNDERSTANDING CAREER MANAGEMENT AND COMMITMENT. STURGES, JANE; CONWAY, NEIL; LIEFOOGHE, ANDY; GUEST, DAVID // Academy of Management Proceedings;2003, pG1
This article reports the findings of a study conducted in a Great Britain-based organization, which examined the relationships between career management activities, the psychological contract and organizational commitment. The psychological contract has been defined as an individual's belief,...
- Staff commitment is the key to an improved performance. Hayday, Sue // Personnel Today;6/10/2003, p16
While keeping employees happy at work is important for morale, it is staff commitment and not staff satisfaction, that will help to maximise the bottom line performance of any organisation. To start with, employers should forget about keeping employees 'satisfied.' There is now clear evidence...