Organisational Commitment Psychological Attachment

Question: Discuss about the Organisational Commitment for Psychological Attachment. Answer: Introduction: Organisational commitment describes the psychological attachment of an employee with his organisation. Assessment of organisational commitment is done to evaluate job satisfaction among employees in order to maintain their engagement with the organisation (Lim, 2015). Human relation management practices regulate organisational commitment through multidimensional influences. This report deals with the key concept of organisational commitment and human relation management in effectively addressing organisational commitment. Human relation or Human resource management (HRM) is a formal system of management that manages the employees within an organisation by taking care of staffing, employee benefits and compensation and design of work. In current competitive global market and extreme changes in organisational environment strengthen the importance of Human relation management practices in organisational management. It is significantly addressed that to built effective employee commitment HRM practices is highly relevant within an organisation. A number of studies examined the direct relationship between HRM practices and organisational commitment of an employee (Foss et al., 2015). Employees shows commitments when they are satisfied with their job profile, design of work, benefits and compensation. Diagrammatically the influence of Human Relation Management on organisational commitment can be explained as follows Studies have been carried out at corporate sectors, multiple industries and business industries, and in every occasion, despite of population size, there is a link between HRM practices and organisational commitment. Therefore, by providing effective benefits and facilities HRM practices triggers the emotional, normative and continuous organisational commitment among the employees. Studies on HRM practice showed that HRM practices that supports employee-friendly working environment, career development and comprehensive training reflects a significantly positive relationship regarding organisational commitment (Saridakis, Muoz Torres Johnstone, 2013). Researchers have been showed that effective HRM practices strengthen employee-employer relationship which results in a change in employee behaviour and their engagement with the organisation. Reward systems in terms of monetary compensation and appraisal carried out by the HRM practices increases job satisfaction among the employee as t hey realize that their efforts are being recognized. This satisfaction leads them to emotionally engage with the organisation and motivate them to serve their best to achieve organisational objectives. Studies also suggested that HRM practices also affect the manufacturing performance of an organisation by managing commitment of the employees providing adequate training and extra monetary benefits, which motivate the employees to retain relationship with the organisation (Buller McEvoy, 2016). Theoretical approaches have been taken to analyse the effect of variation in individual and job groups to assess particular HRM practices required to increase organisational commitment. Studies have been showed that individual in different job groups react differently towards similar HRM practices. Therefore, modification of HRM practices according to job group is highly essential to influence organisational commitment (Edwards et al., 2016). From the investigation of these researchers it can be concluded that HRM practices creates an environment within the organisation which polish employees to motivate themselves to express potential benefit and serve their best to achieve the goal of the organisation (Foss et al., 2015). Therefore, it can be concluded that organisational commitment highly influences organisational performance by enabling the employees to perform at their best. Additionally, despite of risks in Human relation management, HRM can also influences organisational commitment. References: Buller, P. F., McEvoy, G. M. (2016). A Model for Implementing a Sustainability Strategy through HRM Practices.Business and Society Review,121(4), 465-495. Edwards, T., Snchez-Mangas, R., Jalette, P., Lavelle, J., Minbaeva, D. (2016). Global standardization or national differentiation of HRM practices in multinational companies? A comparison of multinationals in five countries.Journal of International Business Studies,47(8), 997-1021. Foss, N. J., Pedersen, T., Reinholt Fosgaard, M., Stea, D. (2015). Why Complementary HRM Practices Impact Performance: The Case of Rewards, Job Design, and Work Climate in a Knowledge?Sharing Context.Human Resource Management,54(6), 955-976. Harvard Business Review. (2017). Human Relations or Human Resources?. [online] Available at: https://hbr.org/1965/07/human-relations-or-human-resources [Accessed 24 Jan. 2017]. Kim, K. Y., Eisenberger, R., Baik, K. (2016). Perceived organizational support and affective organizational commitment: Moderating influence of perceived organizational competence.Journal of Organizational Behavior. Lim, V. V. (2015). Organisational Commitment on the Job Performance of Employees in An International Bank. Saridakis, G., Muoz Torres, R., Johnstone, S. (2013). Do human resource practices enhance organizational commitment in SMEs with low employee satisfaction?.British Journal of Management,24(3), 445-458.