Original Research

Relationship between organisational commitment and effectiveness of human resource management practices in a South African information technology company

Lebogang N. Setsena, Christian T. Botha, Leigh-Anne Paul-Dachapalli
SA Journal of Human Resource Management | Vol 19 | a1586 | DOI: https://doi.org/10.4102/sajhrm.v19i0.1586 | © 2021 Lebogang N. Setsena, Christian T. Botha, Leigh-Anne Paul-Dachapalli | This work is licensed under CC Attribution 4.0
Submitted: 27 February 2021 | Published: 28 July 2021

About the author(s)

Lebogang N. Setsena, Department of People Management and Development, Faculty of Management Sciences, Tshwane University of Technology, Pretoria, South Africa
Christian T. Botha, Department of People Management and Development, Faculty of Management Sciences, Tshwane University of Technology, Pretoria, South Africa
Leigh-Anne Paul-Dachapalli, Department of People Management and Development, Faculty of Management Sciences, Tshwane University of Technology, Pretoria, South Africa

Abstract

Orientation: This article presents the characteristics associated with organisational commitment levels and the perception of the effectiveness of human resource (HR) management practices in a South African information technology (IT) company.

Research purpose: The objective of this research was to investigate whether there was a significant positive relationship between organisational commitment levels and the effectiveness of HR management practices amongst employees within the IT company along the lines of age, gender, race, educational level and tenure.

Motivation for the study: Companies are becoming increasingly interested in the promotion of commitment amongst employees because of the numerous benefits associated with organisational commitment, such as improved employee performance and reduced employee turnover.

Research approach/design and method: A quantitative research approach was used and a structured questionnaire, validated from previous studies, consisting of close-ended questions was used. A convenience sampling was used and a sample size of 309 participants was used to collect necessary data. Data were collected and analysed using the Stata V15 statistical analysis software. The results were interpreted with frequencies and percentages using tables and figures.

Main findings: The results indicated that a positive relationship between organisational commitment and HR management practices exist. In terms of variables, demographical groups vary.

Practical/managerial implications: Mangers need to understand employees’ perceptions and attitudes towards the HR management practices employed in the organisation to determine whether these particular HR management practices achieve desirable outcomes.

Contribution/value-add: This study will contribute to an in-depth understanding of the effectiveness of HR management practices in managing the high turnover in organisations and to improve employee commitment in South African IT companies.


Keywords

organisational commitment; affective commitment; continuance commitment; normative commitment; human resource management practices

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