Workers’ Affective Commitment and Their Willingness To Perform Discretionary Work Behaviour

The Impact of Commitment-Oriented Human Resources Management Practices

Abstract

This paper contributes to the development of the human resource management (HRM) literature through developing the linkages between HRM practices and employee attitudes and behaviours. It is widely believed that the implementation of high commitment human resource management (HRM) practices (e.g., training and development, communication, and participative decision making) can create strategic advantage for the organisation (e.g., Arthur, 1994; Delaney and Huselid, 1996). It is also suggested that HRM practices could shape employee attitudes and behaviours. However, the intervening mechanisms of this effect are yet to be examined. Researchers have pointed to the need to understand the means by which these practices exert their influence on employee commitment and other individual outcomes (Meyer and Smith, 2000).
Drawing on social exchange theory (Blau, 1964), this paper aims to address this need by developing a theoretical framework which explicitly links employee perceptions of HRM practices and important work outcomes via perceived fulfilment of the psychological contract. Drawing upon psychological contract theory, it is proposed that commitment HRM practices create a more positive psychological contract (and thus higher perceptions of fulfilment of the psychological contract). This will in turn, lead to increased affective commitment and enhanced organisational citizenship behaviours (OCB).