Human Resource Management Practices and Organizational Commitment

Critical Evaluation of an Article

Research under analysis is an article titled “The Relationship Between Human Resource Management Practices and Organizational Commitment: A Field Study” (Şendoğdu, Kocabacak & Güven 2013). The study was motivated by the current situation in many spheres where cases of insufficient care, irresponsible behavior, and low interaction efficiency happen frequently. Research questions explored in the study were:

  • “Is there a close relationship between HRM practices and organizational commitment?”
  • “What factors impact the organizational commitment of workers?”
  • “What HRM practices are the most effective in increasing the level of commitment?”

Main body

For their methodology, Şendoğdu, Kocabacak, and Güven (2013) employed Pfeffer’s (1998) scale of HRM practices and the organizational commitment scale suggested by Mowday and Steers (1979). The study’s population was represented by the employees of 2815 organizations registered in Konya Chambers of Industry (Turkey). Further, a sample of 250 companies was randomly chosen. Out of these, 169 questionnaires filled out by the organizations’ managers were received by the researchers. The participants were to answer 56 questions concerning manufacturing and HR fit. The study’s limitations were related to the geographic area. Researchers admit that they might have included the companies not only from Konya but also from other cities to make the results more reliable and valid.

The findings of the research are valuable because scholars have investigated which of the HR practices have the closest relation to organizational commitment. Thus, managers can employ the most effective approaches in their organizations to gain the best outcomes and reach the highest commitment on the part of employees.

Synthesizing the Theory with Real-World Experience and Examples

The issue of HR in organizations is one of the most crucial ones. Any company needs effective management to provide the best services to customers and arrange the most beneficial conditions for employees. Following the advice given by Collis and Hussey (2013), I located several other articles dedicated to the theme of HRM. Being a hospital employee and aiming at connecting my future career with hospital management, I fully realize the significance of choosing effective leadership and management approaches. As well as Şendoğdu, Kocabacak, and Güven (2013), other authors emphasize the need to arrange effective employee involvement (Saini & Budhwar 2008). Scholars remark that in order to reach a high level of customer satisfaction, it is necessary to arrange comfortable conditions for those who work in the industry. Since the quality of services in healthcare is highly significant, managers at such organizations need to be particularly cautious of making their employees committed.

An example of this theory in action is described in a study by Barello et al. (2015). The authors emphasize that there is a close relationship between organizational commitment, HRM, and favorable patient outcomes. Rozenblum et al. (2013) also support the theory investigated in the study performed by Şendoğdu, Kocabacak, and Güven (2013). Rozenblum et al. (2013) agree that a patient-centered approach to care requires a high level of organizational commitment.

Conclusion

From my personal experience, I cannot but agree with the mentioned theory. As Li (2018) remarks in his article on the peculiarities of being a good manager, the role of a supervisor in a hospital are one of the most complicated ones. In the future, I plan to work as a hospital administrator. Thus, I will need to perform a number of functions such as reading statistics, ensuring the quality of services, and supervising the staff. I agree with Şendoğdu, Kocabacak, and Güven (2013) in that the most prominent function of a manager is reaching a high level of organizational commitment.

Reference List

Barello, S, Graffigna, G, Vegni, E, Savarese, M, Lombardi, F & Bosio, C 2015, ‘‘Engage me in taking care of my heart’: a grounded theory study on patient-cardiologist relationship in the hospital management of heart failure’, BMJ Open, vol. 5, no. 3, pp. e005582-e005582.

Collis, J & Hussey, R 2013, Business research: a practical guide for undergraduate and postgraduate students, 4th edn, Palgrave-MacMillan, London.

Li, B 2018, ‘Alex Lan: systematic management integrating personalized services and medical ethics’, Journal of Hospital management and Health Policy, vol. 2, pp. 4-4.

Rozenblum, R, Lisby, M, Hockey, PM, Levtzion-Korach, O, Salzberg, CA, Efrati, N, Lipsitz, S & Bates, DW 2013, ‘The patient satisfaction chasm: the gap between hospital management and frontline clinicians’, BMJ Quality & Safety, vol. 22, no. 3, pp. 242-250.

Saini, DS & Budhwar, PS 2008, ‘Managing the human resource in Indian SMEs: the role of indigenous realities’, Journal of World Business, vol. 43, no. 4, pp. 417-434.

Şendoğdu, AA, Kocabacak, A & Güven, Ş 2013, ‘The relationship between human resource management practices and organizational commitment: a field study’, Social and Behavioral Sciences, no. 99, pp. 818-827.