| Summary: | This study examines a model involving Human Resource Management (HRM) practices,
perceived organizational support, and organizational commitment. It was hypothesized
that HRM practices (performance appraisal, training and career development) will be
positively related to organizational commitment, and that perceived organizational
support would serve as a mediator in the relationship between HRM practices and
commitment. The statistical results on data gathered from a sample of 214 employees
within the Malaysian manufacturing sector demonstrated that career development and
performance appraisal have direct, positive and significant relationships with
organizational commitment. In addition, perceived organizational support was found to
partially mediate the relationships between two of the three HRM practices (career
development and performance appraisal) and commitment. Theoretical and managerial
implications are suggested.
|
|---|