Research Article
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A STUDY ON THE EFFECT OF HIGH PERFORMANCE WORK SYSTEMS ON ORGANIZATIONAL COMMITMENT

Year 2017, Volume 22, Issue 2, 253 - 266, 30.04.2017

Abstract

A number of innovative human resource management practices aimed at increasing organizational performance through employee performance are called high performance work systems (HPWS). HPWS is an increasingly important issue, especially since it has an impact on organizational financial performance. Organizational commitment is a concept for businesses considering the retention of qualified workforce. In this respect, the purpose of this research is to determine whether HPWS has an effect on organizational commitment. The sample of this study consists of 155 white-collar workers. Correlation and simple linear regression analyzes were used to reveal the relationships between the study variables. As a result, it has been determined that the employee perceptions related to HPWS’ selection of recruitment, training-performance and performance-based wage dimensions statistically meaningful and positively effetcts on organizational commitment.

References

  • AKARSU, Ö. (2006). The Relationship Between Tqm Applications and Organizational Commitment Regarding the Effect of Organizational Culture. Yayınlanmamış yüksek lisans tezi. Marmara Üniversitesi Sosyal Bilimler Enstitüsü, İstanbul.
  • ALLEN, N. J., Meyer, J. P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of occupational and organizational psychology, 63(1), 1-18.
  • APPELBAUM, E. (2000). Manufacturing advantage: Why high-performance work systems pay off. Cornell University Press.
  • AROCAS, R., Camps, J., (2008). A model of high performance work practices and turnover intentions. Personnel Review, (37-1):26 – 46.
  • ARTHUR, J. B. (1994). Effects of human resource systems on manufacturing performance and turnover. Academy of Management journal, 37(3), 670-687.
  • BOXALL, P., Macky, K. (2009). Research and theory on high-performance work systems: progressing the high-involvement stream. Human Resource Management Journal, 19(1), 3-23.
  • COOPER-HAKIM, A., Viswesvaran, C. (2005). The construct of work commitment: Testing an integrative framework. Psychological Bulletin, 131(2), 241-259.
  • DALAL, R. S. (2005). A meta-analysis of the relationship between organizational citizenship behavior and counterproductive work behavior. Journal of Applied Psychology, 90(6), 1241-1255.
  • DECOTIIS, T. A., Summers, T. P. (1987). A path analysis of a model of the antecedents and consequences of organizational commitment. Human Relations, 40, 445-470.
  • EVANS, W. R., Davis, W. D. (2005). High-performance work systems and organizational performance: The mediating role of internal social structure. Journal of management, 31(5), 758-775.
  • FARREL, D., Stamm, C. L. (1988). Meta-analysis of the correlates of employee absence. Human Relations, 41, 211-227.
  • GAERTNER, K. N., Nollen, S. D. (1989). Career experiences, perceptions of employment practice and psychological commitment to the organization. Human Relations, 42, 975-91.
  • GUEST, D.E. (1997), Human resource management and performance: a review and research agenda. International Journal of Human Resource Management, Vol. 8 No. 3, pp. 263-276.
  • GUEST, D.E. (1999) ‘Human Resource Management – The Workers Verdict’, Human Resource Management Journal, 9(3): 5–25.
  • GÜRBÜZ, S. (2013). Stratejik İnsan Kaynakları Yönetiminin Kuramsal Temelleri: Evrenselci, Koşul Bağımlılık Ve Yapısalcı Yaklaşımlar. Gazi University Journal of Economics & Administrative Sciences, 15(1), 1-35.
  • HARTOG, D. N., Verburg, R. M. (2004). High performance work systems, organisational culture and firm effectiveness. Human Resource Management Journal, 14(1), 55-78.
  • HUSELID, M.A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of management journal, 38(3), 635-672.
  • JIANG, J. Y., Liu, C. W. (2015). High performance work systems and organizational effectiveness: The mediating role of social capital. Human Resource Management Review, 25(1), 126-137.
  • KALAYCI, Ş. (2010). SPSS uygulamalı çok değişkenli istatistik teknikleri (Vol. 2). Asil Yayın Dağıtım. 20. KURTULUŞ, K. (2010). Araştırma Yöntemleri. Türkmen Kitabevi.
  • LOI, R., Hang-Yue, N., Foley, S. (2006). Linking employees' justice perceptions to organizational commitment and intention to leave: The mediating role of perceived organizational support. Journal of Occupational and Organizational Psychology, 79(1), 101-120.
  • LUTHANS, F., McCaul, H. S., Dodd, N. G. (1985). Organizational commitment: A comparison of American, Japanese and Korean employees. The Academy of Management Journal, 28(1), 213-219.
  • MACDUFFIE, J.P. (1995). ‘Human resource bundles and manufacturing performance: organizational logic and flexible production systems in the world auto industry’. Industrial and Labor Relations Review, 48(2), 197–221.
  • MACKY, K., Boxall, P., (2007). The relationship between ‘high-performance work practices’ and employee attitudes: an investigation of additive and interaction effects. International Journal of Human Resource Management, 18(4). 537–567.
  • MATHIEU, J. E., Zajac, D. M., (1990). A review and meta-analysis of the antecedents, correlates and consequences of organizational commitment. Psychological Bulletin, 108(2), 171-194.
  • MEYER, J. P., Stanley, D. J., Herscovitch, L., Topolnytsky, L. (2002). Affective, continuance and normative commitment to the organization: A meta-analysis of antecedents, correlates and consequences. Journal of Vocational Behavior, 61, 20–52.
  • MEYER, J. P., Stanley, D. J., Jackson, T. A., McInnis, K. J., Maltin, E. R., Sheppard, L. (2012). Affective, normative, and continuance commitment levels across cultures: A meta-analysis. Journal of Vocational Behavior, 80(2), 225-245.
  • MOWDAY, R. T., Porter, L. W., Steers, R.M., (1982). Employee-organization linkages: the psychology of commitment, absenteeism and turnover. New York: Academic Press.
  • ÖZDAMAR, K. (2016) Eğitim, Sağlık ve Davranış Bilimlerinde Ölçek ve Test Geliştirme Yapısal Eşitlik Modellemesi, Nisan Kitabevi 30. RAMSAY, H., Scholarios, D., Harley, B. (2000). Employees and high‐performance work systems: Testing inside the black box. British Journal of industrial relations, 38(4), 501-531.
  • RIKETTA, M. (2002). Attitudinal organizational commitment and job performance: A meta-analysis. Journal of Organizational Behavior, 23, 257-266.
  • SCANDURA, T. A. (1997). Mentoring and organizational justice. An empirical investigation. Journal of Vocational Behavior, 51, 58-69.
  • SUNG, J., Ashton, D. N. (2005). High Performance Work Practices: linking strategy and skills to performance outcomes. London: Department of Trade and Industry.
  • ŞENCAN, H. (2005). Sosyal ve davranışsal ölçümlerde güvenilirlik ve geçerlilik, Seçkin Yayıncılık.
  • TRUSS, C. (2001) ‘Complexities and Controversies in Linking HRM with Organisational Outcomes’, Journal of Management Studies, (38):1121–1149.
  • WASTI, S. A. (2000). “Meyer ve Allen’in üç boyutlu örgütsel bağlılık ölçeğinin geçerlilik ve güvenilirlik analizi”, 8. Ulusal Yönetim ve Organizasyon Kongresi, Kayseri: Erciyes Üniversitesi, 401-410.
  • WAY, S. A. (2002). High performance work systems and intermediate indicators of firm performance within the US small business sector. Journal of management, 28(6), 765-785.
  • WHITENER, Ellen M., (2001). Do “high commitment” human resource practices affect employee commitment? A cross-level analysis using hierarchical linear modeling. Journal of Management, 27. 515–535.
  • WRIGHT, P.M., Gardner, T.M., Moynihan, L.M. (2003) The Impact of HR Practices on the Performance of Business Units. Human Resource Management Journal, 13(3): 21–36.
  • YOUSEF, D. A. (1998). Satisfaction with job security as a predictor of organizational commitment and job performance in a multicultural environment. International Journal of Manpower, 19(3), 184-194.
  • ZAHRA, S. (1984). Antecedents and consequences of organizational commitment: An integrative approach. Akron Business and Economics Review, 15(3), 26-32.

YÜKSEK PERFORMANSLI İŞ SİSTEMLERİNİN ÖRGÜTE BAĞLILIK ÜZERİNDEKİ ETKİSİNE İLİŞKİN BİR ARAŞTIRMA

Year 2017, Volume 22, Issue 2, 253 - 266, 30.04.2017

Abstract

Örgüt performansını çalışanların performansı aracılığıyla arttırmayı amaçlayan bir dizi yenilikçi İnsan Kaynakları Yönetimi uygulamaları, Yüksek Performanslı İş Sistemleri (YPİS) olarak adlandırılmaktadır. Özellikle örgütsel finansal performans üzerinde etkili olması nedeniyle YPİS, gün geçtikçe önemi artan bir konu olmaktadır. Örgüte bağlılık, nitelikli işgücünün örgütte tutulması bakımından işletmelerin göz ardı etmemesi gereken bir kavramdır. Bu doğrultuda, araştırmanın amacı, YPİS’nin örgüte bağlılık üzerinde etkili olup olmadığını belirlemektir. Araştırmanın örneklemini 155 beyaz yakalı çalışan oluşturmaktadır. Değişkenler arasındaki ilişkileri ortaya çıkarmak için korelasyon ve basit doğrusal regresyon analizlerinden yararlanılmıştır. Yapılan analizler sonucu, çalışanların kurumlarındaki YPİS’ye ilişkin algılarının kapsamlı işe alım, eğitim-geliştirme ve performansa dayalı ücret boyutlarında örgüte bağlılık üzerinde anlamlı ve pozitif yönde etkileri olduğu saptanmıştır.

References

  • AKARSU, Ö. (2006). The Relationship Between Tqm Applications and Organizational Commitment Regarding the Effect of Organizational Culture. Yayınlanmamış yüksek lisans tezi. Marmara Üniversitesi Sosyal Bilimler Enstitüsü, İstanbul.
  • ALLEN, N. J., Meyer, J. P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of occupational and organizational psychology, 63(1), 1-18.
  • APPELBAUM, E. (2000). Manufacturing advantage: Why high-performance work systems pay off. Cornell University Press.
  • AROCAS, R., Camps, J., (2008). A model of high performance work practices and turnover intentions. Personnel Review, (37-1):26 – 46.
  • ARTHUR, J. B. (1994). Effects of human resource systems on manufacturing performance and turnover. Academy of Management journal, 37(3), 670-687.
  • BOXALL, P., Macky, K. (2009). Research and theory on high-performance work systems: progressing the high-involvement stream. Human Resource Management Journal, 19(1), 3-23.
  • COOPER-HAKIM, A., Viswesvaran, C. (2005). The construct of work commitment: Testing an integrative framework. Psychological Bulletin, 131(2), 241-259.
  • DALAL, R. S. (2005). A meta-analysis of the relationship between organizational citizenship behavior and counterproductive work behavior. Journal of Applied Psychology, 90(6), 1241-1255.
  • DECOTIIS, T. A., Summers, T. P. (1987). A path analysis of a model of the antecedents and consequences of organizational commitment. Human Relations, 40, 445-470.
  • EVANS, W. R., Davis, W. D. (2005). High-performance work systems and organizational performance: The mediating role of internal social structure. Journal of management, 31(5), 758-775.
  • FARREL, D., Stamm, C. L. (1988). Meta-analysis of the correlates of employee absence. Human Relations, 41, 211-227.
  • GAERTNER, K. N., Nollen, S. D. (1989). Career experiences, perceptions of employment practice and psychological commitment to the organization. Human Relations, 42, 975-91.
  • GUEST, D.E. (1997), Human resource management and performance: a review and research agenda. International Journal of Human Resource Management, Vol. 8 No. 3, pp. 263-276.
  • GUEST, D.E. (1999) ‘Human Resource Management – The Workers Verdict’, Human Resource Management Journal, 9(3): 5–25.
  • GÜRBÜZ, S. (2013). Stratejik İnsan Kaynakları Yönetiminin Kuramsal Temelleri: Evrenselci, Koşul Bağımlılık Ve Yapısalcı Yaklaşımlar. Gazi University Journal of Economics & Administrative Sciences, 15(1), 1-35.
  • HARTOG, D. N., Verburg, R. M. (2004). High performance work systems, organisational culture and firm effectiveness. Human Resource Management Journal, 14(1), 55-78.
  • HUSELID, M.A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of management journal, 38(3), 635-672.
  • JIANG, J. Y., Liu, C. W. (2015). High performance work systems and organizational effectiveness: The mediating role of social capital. Human Resource Management Review, 25(1), 126-137.
  • KALAYCI, Ş. (2010). SPSS uygulamalı çok değişkenli istatistik teknikleri (Vol. 2). Asil Yayın Dağıtım. 20. KURTULUŞ, K. (2010). Araştırma Yöntemleri. Türkmen Kitabevi.
  • LOI, R., Hang-Yue, N., Foley, S. (2006). Linking employees' justice perceptions to organizational commitment and intention to leave: The mediating role of perceived organizational support. Journal of Occupational and Organizational Psychology, 79(1), 101-120.
  • LUTHANS, F., McCaul, H. S., Dodd, N. G. (1985). Organizational commitment: A comparison of American, Japanese and Korean employees. The Academy of Management Journal, 28(1), 213-219.
  • MACDUFFIE, J.P. (1995). ‘Human resource bundles and manufacturing performance: organizational logic and flexible production systems in the world auto industry’. Industrial and Labor Relations Review, 48(2), 197–221.
  • MACKY, K., Boxall, P., (2007). The relationship between ‘high-performance work practices’ and employee attitudes: an investigation of additive and interaction effects. International Journal of Human Resource Management, 18(4). 537–567.
  • MATHIEU, J. E., Zajac, D. M., (1990). A review and meta-analysis of the antecedents, correlates and consequences of organizational commitment. Psychological Bulletin, 108(2), 171-194.
  • MEYER, J. P., Stanley, D. J., Herscovitch, L., Topolnytsky, L. (2002). Affective, continuance and normative commitment to the organization: A meta-analysis of antecedents, correlates and consequences. Journal of Vocational Behavior, 61, 20–52.
  • MEYER, J. P., Stanley, D. J., Jackson, T. A., McInnis, K. J., Maltin, E. R., Sheppard, L. (2012). Affective, normative, and continuance commitment levels across cultures: A meta-analysis. Journal of Vocational Behavior, 80(2), 225-245.
  • MOWDAY, R. T., Porter, L. W., Steers, R.M., (1982). Employee-organization linkages: the psychology of commitment, absenteeism and turnover. New York: Academic Press.
  • ÖZDAMAR, K. (2016) Eğitim, Sağlık ve Davranış Bilimlerinde Ölçek ve Test Geliştirme Yapısal Eşitlik Modellemesi, Nisan Kitabevi 30. RAMSAY, H., Scholarios, D., Harley, B. (2000). Employees and high‐performance work systems: Testing inside the black box. British Journal of industrial relations, 38(4), 501-531.
  • RIKETTA, M. (2002). Attitudinal organizational commitment and job performance: A meta-analysis. Journal of Organizational Behavior, 23, 257-266.
  • SCANDURA, T. A. (1997). Mentoring and organizational justice. An empirical investigation. Journal of Vocational Behavior, 51, 58-69.
  • SUNG, J., Ashton, D. N. (2005). High Performance Work Practices: linking strategy and skills to performance outcomes. London: Department of Trade and Industry.
  • ŞENCAN, H. (2005). Sosyal ve davranışsal ölçümlerde güvenilirlik ve geçerlilik, Seçkin Yayıncılık.
  • TRUSS, C. (2001) ‘Complexities and Controversies in Linking HRM with Organisational Outcomes’, Journal of Management Studies, (38):1121–1149.
  • WASTI, S. A. (2000). “Meyer ve Allen’in üç boyutlu örgütsel bağlılık ölçeğinin geçerlilik ve güvenilirlik analizi”, 8. Ulusal Yönetim ve Organizasyon Kongresi, Kayseri: Erciyes Üniversitesi, 401-410.
  • WAY, S. A. (2002). High performance work systems and intermediate indicators of firm performance within the US small business sector. Journal of management, 28(6), 765-785.
  • WHITENER, Ellen M., (2001). Do “high commitment” human resource practices affect employee commitment? A cross-level analysis using hierarchical linear modeling. Journal of Management, 27. 515–535.
  • WRIGHT, P.M., Gardner, T.M., Moynihan, L.M. (2003) The Impact of HR Practices on the Performance of Business Units. Human Resource Management Journal, 13(3): 21–36.
  • YOUSEF, D. A. (1998). Satisfaction with job security as a predictor of organizational commitment and job performance in a multicultural environment. International Journal of Manpower, 19(3), 184-194.
  • ZAHRA, S. (1984). Antecedents and consequences of organizational commitment: An integrative approach. Akron Business and Economics Review, 15(3), 26-32.

Details

Primary Language Turkish
Subjects Social
Journal Section Articles
Authors

Sevgi ELMAS-ATAY (Primary Author)
İSTANBUL ÜNİVERSİTESİ
Türkiye


Merve GERÇEK
İSTANBUL ÜNİVERSİTESİ
Türkiye


Cavide UYARGİL
İSTANBUL ÜNİVERSİTESİ
Türkiye

Publication Date April 30, 2017
Published in Issue Year 2017, Volume 22, Issue 2

Cite

APA Elmas-atay, S. , Gerçek, M. & Uyargil, C. (2017). YÜKSEK PERFORMANSLI İŞ SİSTEMLERİNİN ÖRGÜTE BAĞLILIK ÜZERİNDEKİ ETKİSİNE İLİŞKİN BİR ARAŞTIRMA . Süleyman Demirel Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi , 22 (2) , 253-266 . Retrieved from https://dergipark.org.tr/en/pub/sduiibfd/issue/52993/703037