Human resource practices are implemented by businesses that aim to manage the human force and create circumstances in which companies align with positive work environments. As a result, employees tend to operate in the same organization for multiple years, remain loyal to corporate values and objectives, and be productive in reaching personal and professional goals. One of the HR practices that can be implemented to address some of the most important workforce aspects, namely, engagement and commitment, is High-Commitment HR management. The practices employ a focus on creating a bond between the employee and the organization, which then facilitates benefits such as productivity and efficiency.
In this paper, High-Commitment HRM will be illustrated from the perspective of positive outcomes, namely, maximization of engagement and commitment. Managers who employ this strategy are more likely to facilitate the establishment of strong and driven teams who will be fully engaged in the work process and committed to participating in the achievement of organizational goals. As a result, the practice addresses multiple limitations and increases the chance for economic and cultural corporate improvement.
High-Commitment HRM practices have been thoroughly examined through relevant literature concerning multiple sectors and industries in which said the practice can be applied. For example, researchers have constructed a framework based on which the strategy was examined in hotel workers (Rubel et al. 37). The authors established that elements aligning with High-Commitment HRM include adequate hiring techniques, instructional assistance, the provision of promotion goals, monetary rewards, and additional factors. Hence, based on these practices, the researchers selected companies in which High-Commitment HRM was employed. The results highlight that a focus on these particular notions improves commitment to corporate goals and addresses retention.
Another industry in which the practice has been examined through studies is the fast-food sector. Namely, researchers have highlighted that workers in fast-food restaurants are prone to burnout (Teo et al. 1342). At the same time, adherence to High-Commitment HRM decreased the rate of team members reporting burnout. As a result, they were more engaged in the work process and committed to succeeding at their jobs. The literature highlights that the HR strategy is not only efficient in addressing engagement and commitment issues but also generates an overall positive environment in which team members thrive as professionals.
As mentioned prior, the success of the strategy can be applied on multiple levels. A similar outcome was found in employees within the banking sector (Rubel et al. 316). Namely, the literature highlights that environments in which said the practice is implemented are more likely to facilitate service behavior in team members. This may be linked to the desire to facilitate economic growth for the organization, as, through commitment and engagement, employees generate corporate success. As a result, team members are interested in satisfying consumers with their service as they want them to invest in the corporation to which they are loyal and committed.
Commitment and engagement, which directly correlate with High-Commitment HR practices, also address innovation. According to researchers, employees tend to strive for organizational success through creativity and improvements (Park et al. 1526). Thus, companies that create a bond between the corporation and its employees are more likely to generate unique ideas and products. As the workforce’s objective is for their companies to strive on the market, innovation will be maximized since, through innovation, organizations tend to have long-term success both from competitive and economic standpoints.
Works Cited
Park, Owwon, et al. “High-Commitment HRM System, HR Capability, and Ambidextrous Technological Innovation.” The International Journal of Human Resource Management, vol. 30, no. 9, 2017, pp. 1526–1548., doi.org/10.1080/09585192.2017.1296880.
Rubel, Mohammad Rabiul, et al. “High Commitment Human Resource Management Practices and Employee Service Behaviour: Trust in Management as Mediator.” IIMB Management Review, vol. 30, no. 4, 2018, pp. 316–329., doi.org/10.1016/j.iimb.2018.05.006.
Rubel, Mohammad Rabiul, et al. “High Commitment Human Resource Management Practices and Hotel Employees’ Work Outcomes in Bangladesh.” Global Business and Organizational Excellence, vol. 40, no. 5, 2021, pp. 37–52., doi.org/10.1002/joe.22089.
Teo, Stephen T.T., et al. “High Commitment HRM and Burnout of Frontline Food Service Employees: A Moderated Mediation Model.” Employee Relations: The International Journal, vol. 43, no. 6, 2021, pp. 1342–1361., doi.org/10.1108/er-06-2020-0300.