HIGH-PERFROMANCE HRM PRACTICES AND ORGANIZATIONAL COMMITMENT: AN EMPIRICAL STUDY OF BANKING EMPLOYEES IN

BANGLADESH

Alima Aktar PhD candidate

School of Business Management, Universiti Utara Malaysia,

06010 UUM Sintok, Kedah, Malaysia alima.uum@gmail.com

Faizuniah Pangil Associate Professor

Human Resource Management School of Business Management

Universiti Utara Malaysia faizun@uum.edu.my

ABSTRACT

Organizational Commitment (OC) refers to the employees’ strong desire, need or feelings of obligation to stay and identify them within the organization. The primary objective of this study is to investigate the relationship between high-performance HRM practices and OC in the context of banking employee in Bangladesh. Cross-sectional survey data has been collected from 376 employees who working in different private commercial banks in Bangladesh. This study employed Smart PLS 3.0 version software to analyze the hypothesized path modeling. The results of structural equation modeling revealed that high-performance work practices namely training & development, employee participation, and rewards and recognition were significantly associated with OC. Findings of this study help practitioners to understand the factors that have the positive association with OC which indicates that organizations should ensure a healthy working environment to make their employees highly attached to the organization and reduce the voluntary intention of leaving the organizations.

Field of Research: High-performance HRM practices, organizational commitment, SET, banking employees.

1. Introduction

In the period of knowledge economy, human capital has been recognized as highest value, thus, development oriented organizations must need to give supreme focus in this area. It has been identified that human capital is the foremost valuable assets for any organization, since whatever an employee can do for the success of the organization is exclusive and personal (Subramaniam, Shamsudin & Ibrahim, 2011) and appropriate HRM practices are obvious for the organizational success (Rau, 2012; Sonnenberg et al., 2011). Thus, the crucial contributions of HRM practices to enhance HRM outcomes such as organizational commitment (OC) has become one of the key research factors in the domain of HRM

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development and organizational behavior (Guest, 1997; Becker & Gerhart, 1996). The rationale of activities within this HRM system is to activate human resources in the particular organizations through ensuring the higher level of OC, developing innovative solutions, creating learning opportunities (Nankervis & Stanton, 2010; Chow et al., 2008). Tang and Tang (2012) stated that the presence of high-performance HRM practices give strong signals to employees that the organizations pay supreme attention for the development of human capital to improve service quality and productivity. Prior studies (e.g., Tang & Tang, 2012; Kusluvan et al., 2010; Murphy & Murrmann, 2009; Cho et al., 2006) identified staffing, employment security, career advancement opportunity, rewards & recognition, work-life balance, training & development, teamwork, participatory decision making process as the indicators of high-performance HRM practices. Service employees work in such a environment where a number of high-performance HRM practices may have greater level of energy and feel attached and may happily be devoted to the organization. Retention of committed employees is critical as they are expected to show higher performance quality and fulfill the requirements of role performance for the success of business (Slåtten & Mehmetoglu, 2011; Bakker & Demerouti, 2008; DiPietro & Pizam, 2008). Employees’ positive perceptions related to work lead to higher level of employee outcomes such as organizational citizenship behavior, OC, and quality life. Therefore, it is worthy to focus on the organizational factors that influence the healthy work environment. Critical importance also needs to identify the factors that shape the employees’ commitment towards their organizations as prior research (Laka-Mathebula, 2004) evidenced the strong relationships of OC with individual and organizational effectiveness. Thus, a crucial matter to deal that what situations or factors should be confirmed by the organizations in order that employed individuals will be able and willful to committed themselves (Coyle-Shapiro & Shore, 2007). Moreover, the norms of social exchange theory (SET) also argued that in the social exchange settings, employees will reciprocate high level of OC based on the extent of support provided by their organizations (Blau, 1964). Surprisingly, western literature showed an ample research on OC by different academics and scholars whilst little attention has been given to explore exactly what factors can shape employees’ commitment particularly in service industry in Southern Asian context (Kusluvan et al., 2010).The present study, therefore, intended to investigate the relationship between high-performance HRM practices and OC under the reciprocal norms of SET.

2. Literature review and hypotheses development

2.1 Organizational Commitment

In the academic literature, multiple definitions of OC have been derived by industrial and organizational psychology (Cohen, 2003). For example, Porter at al. (1974) defined commitment as the employees feeling of obligation which exerts the efforts towards organizations goals. They also stated that OC is the employees’ identification with and involvement to the organization which may help them to come with organizational values (Porter et al., 1974). Johnston et al. (1990) conceptualized commitment as a combine function of employees’ behavior and attitudes. Scholars defined OC as the psychological state of mind that helps employees to identify themselves in the organization and help them to realize a strong desire, a need or an obligation to come out with organizational success (George et al., 1993; Meyer & Allen, 1991; Blau & Boal, 1987).

Meyer and Allen (1997) described commitment in a general view that OC is “a psychological link between the employee and his or her organization that makes it less likely to leave the organization voluntarily” (p. 252). However, this study considered Meyer and Allen (1991) three component models of commitment to explore all the forms of underlying mind-set to attach with the organization. They identified three types of commitment such as, affective, continuance and normative commitment to explain the behavior of employees. This conceptual model is widely accepted and widely used as theoretical framework in several studies (Gunlu et al., 2010; Joolideh & Yeshodhara, 2009; Allen &

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Meyer, 1996). Affective commitment is a positive and strong emotional attachment towards the organization whereas normative commitment is the feeling of obligations of employees to continue with the organizations and continuance commitment defined as the cost associated to leave the organizations (Meyer & Allen, 1991).

2.2 HRM practices

Noe et al. (2010) defined HRM practices as the philosophy, policy, system and practices that have an influence on employees’ behavior, attitudes and performance. According to Snell and Bohlander (2007), HRM practices are the process by which organization could manage their human capita to accomplish organizational objectives. Specifically, HRM practices are the fundamental activities by which the organization can develop and shape the skills, abilities and behavior of the employees to do their job successfully and focused to meet the targets i.e. organizational goals. Many scholars defined HRM practices as the additional values which are designed in such a way that consistent with their internal system and have a link with organizational competitive advantage (Jackson & Schuler, 1995; Milgrom & Roberts, 1995; Cappelli & singh, 1992; Wright & MacMahan, 1992). Bowen and Ostroff (2004) suggested that a set of HRM practices and processes help to communicate proper messages to their employees so that they can form potentials and interpretations of organizational expectations.

2.3 HRM practices and OC

Prior studies (Dunham et al., 1994; Hackett et al., 1994; Meyer et al., 1993; Allen & Meyer, 1990) suggested that OC had a significant direct influence on employee performance and different antecedents help to achieve higher level of commitment (Batista et al., 2013). This study considers HRM practices such as training & development, rewards & recognition and employee participation are the factors of high-performance HRM practices as these indicators are critical for service employees’ jobs and crucial for organizational sustainability in the service industry. Prior research (Boselie et al., 2005; Pfeffer, 1994) also indicates that training & development, rewards & recognition and employee participation are the most important factors among the high-performance HRM practices. It has also been found that these indicators are treated as the most important HRM practices to ensure the service quality of the employees (Kim et al., 2009).

Service employees should develop technological and interpersonal ability to achieve better knowledge of delivering and dealing with customers problem-solving issues. The lack of training & development program may results a pool of less confident employees who are likely to show a poor willingness to do their job and lead to a lower organizational commitment. Another factor of high-performance HRM practices is employee participation refers to the extent to which an employee has the right to take the part of the management decision making process (Delery & Doty, 1996). The perception of employees to have a participatory decision making process where they can share views regarding jobs can enhance employees positive behavior such as OC (Cantor et al., 2012). However, empowering service employees through the employee participation will be effective and worthy when they will receive proper training & development programs. Because employees with appropriate training & development can acquire adequate skills regarding jobs to make the contribution in management decision process. Prior studies (Yavas et al., 2010; Kim et al., 2009) suggested that participatory management practices along with training & development should be accompanied by adequate rewards & recognition provided by the organization as employees are likely to be committed to the organizations on the basis of how much they are getting from organizations.

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High-performance HRM practices such as training & development, rewards & recognition and employee participation help to enhance employees’ knowledge-skills-abilities and encourage them to achieve higher level of employee performance (Combs et al., 2006). Further, Combs et al. (2006) argued that when these HRM practices are used altogether, it will reinforce and will be compatible with each other. Thus, the collective presence of training & development, employee participation and rewards & recognition can generate synergy within the organization (Wall & Wood, 2005), trigger employee commitment (Aladwan, Bhanugopan & D'Netto, 2015) and direct to the employee retention in service industry (Henry et al., 2004). According to SET, if employees perceive that their organizations are investing on their employees through high-performance HRM practices such as training & development, employee participation and rewards & recognition, they (employees) will be obliged and reciprocate via their commitment towards the organization. Therefore, this study proposes the following hypotheses:

H1: Training & development is positively related to organizational commitment.

H2: Employee participation is positively related to organizational commitment.

H3: Rewards & recognition is positively related to organizational commitment.

3. Theoretical Framework

Considering the research objective and the above mentioned hypotheses, the following theoretical framework has been developed to examine the relationship between high-performance HRM practices and organizational commitment (Figure 1).

Figure1: Theoretical Framework of the Study

Training&Development

Rewards&Recognition

EmployeeParticipation

OrganizationalCommitment

H2

H1

H3

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3. Methodology

A cross-sectional survey design has been conducted to collect the data from banking employees in Bangladesh. The samples include private commercial banks employees who are working in Dhaka city in Bangladesh, as Dhaka is the capital of Bangladesh and major economic decisions are surrounded by this city. Self reported questionnaires have been distributed among the banking employees to give their opinions. The survey questionnaire comprises three sections i.e. high-performance HRM practices, organizational commitment and demographic information of respondents. First section includes high-performance HRM practices namely training & development, employee participation and rewards & recognition in which training & development and employee participation have been adapted from Delery and Doty (1996) and rewards & recognition adapted from Saks (2006). Second section incorporated the items of three dimensional model of OC namely affective, continuance and normative adapted from Allen and Meyer (1990). Last section includes demographic information of respondents. Participants are requested to give their opinion on a five-point likert scale ranging from 1 (strongly disagree) to 5 (strongly agree) for all the study variables. A total of 530 questionnaires have been administered and among them only 382 questionnaires returned to the researcher. Finally, 376 questionnaires are found to be usable, presenting a usable response rate is 71%. Table 1 provided the details of study variables.

Table 1: Instrumentation of the constructs

Constructs Dimensions Codes No. of items

Source of Scale

Type of Scale

Training & Development

TD 4 Delery and Doty (1996)

5-point Likert Scale

Employee Participation

EP 4 Saks (2006)

5-point Likert Scale

Rewards & Recognition RR 7 Delery and Doty (1996)

5-point Likert Scale

Organizational Commitment

OC 24 Allen and Meyer (1990)

5-point Likert Scale

Affective Commitment AC 8

Continuance Commitment CC 8

Normative Commitment NC 8

4. Findings and Discussion

This study has used Smart PLS 3.0 version software to analyze the data in order to examine the reliability, validity and relationships among the variables. The demographic profile of the respondents revealed that majority of the participants is male (75.5%) whereas only 24.5% are female. Almost half (53%) of the respondents are in age bracket of 30 to 35 years old followed by 24.3% are in age between 36 to 40 years

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and 22.7% respondents are less than 30 years old. Results also revealed that the most of the respondents are married (72.6%) while only 27.4% participants are single.

Table 2: Results of outer loadings, Composite Reliability (CR) and Average Variance Extracted (AVE)

Constructs Items Initial Model

Modified Cronbach's

Alpha CR AVE VIF R²

EP EP1 0.776 0.776 0.802 0.871 0.628 1.675 - EP2 0.826 0.826 EP3 0.825 0.825 EP4 0.737 0.737

RR RR1 0.782 0.782 0.870 0.900 0.562 1.876 - RR2 0.785 0.785 RR3 0.711 0.711 RR4 0.664 0.664 RR5 0.779 0.779 RR6 0.758 0.758 RR7 0.761 0.761

TD TD1 0.828 0.828 0.831 0.888 0.666 1.713 - TD2 0.734 0.734 TD3 0.872 0.872 TD4 0.824 0.824

AC OC1 0.772 0.774 0.876 0.903 0.539 - 0.833 OC2 0.580 0.581 OC3 0.712 0.711 OC4 0.682 0.685 OC5 0.780 0.781 OC6 0.763 0.762 OC7 0.754 0.752 OC8 0.806 0.805

CC OC9 0.660 0.680 0.840 0.880 0.512 - 0.689 OC10 0.689 0.709 OC11 0.788 0.796 OC12 0.692 0.678 OC13 0.593 Del OC14 0.722 0.715 OC15 0.671 0.680 OC16 0.730 0.742

NC OC17 0.496 Del 0.755 0.837 0.510 - 0.657 OC18 0.490 Del

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OC19 0.519 Del OC20 0.696 0.697 OC21 0.548 0.592 OC22 0.773 0.813 OC23 0.761 0.790

OC24 0.610 0.653 Note: AC=affective commitment, CC=continuance commitment, NC=normative commitment, EP=employee participation, RR=rewards & recognition, TD=training & development

This study has assessed the study model based on measurement and structural model. Before analyzing the relationships of the variables, it is important to examine whether the variables are appropriately measure what they are intended to measure. For doing so, this study investigated the loadings of the items, composite reliability (CR), average variance extracted (AVE), and discriminant validity of the measurement model. Results showed that (see in Table 2) among all the 39 items, 4 items needed to delete because of the poor loadings and remaining 35 items have confirmed a loading value of above .50 which has maintained the threshold value suggested by Hair Jr, et al. (2014). In addition, CR value for each constructs ranging from .837 to .903 that are also maintained the rule of thumb recommended by authors (Hair Jr, et al., 2014). It has also been found that AVE value for the latent variables are above .50 as suggested by Chin (1998) and the VIF value for each constructs is less than 5 proved the absence of multicollinearity problem among the exogenous variables. In additions, this study confirmed the distinctiveness among the latent variables by examining the discriminant results of Fornell-Larcker Criterion. It showed that the square root of AVE of all the latent variables in the diagonal (see Table 3) is greater than the correlation value of each latent construct with other study variables which confirmed that all the latent constructs of this study are distinct from each other. This study also established the second order construct by showing the R² values of all the three first order constructs i.e. affective, continuance and normative commitment and found that all these three first order constructs can explain the variances of their respective second order construct by 83%, 69% and 66% respectively.

Table 3: Results of discriminant validity (Fornell-Larcker Criterion)

AC CC EP NC RR TD

AC 0.734

CC 0.618 0.715

EP 0.491 0.302 0.792

NC 0.652 0.549 0.411 0.714

RR 0.523 0.322 0.448 0.455 0.750

TD 0.524 0.292 0.452 0.407 0.516 0.816

Note: The boldface values are square root of AVE. AC=affective commitment, CC=continuance commitment, NC=normative commitment, EP=employee participation, RR=rewards & recognition, TD=training & development Figure 2 represented the structural model of this study and Table 4 illustrated the hypothesized relationships between exogenous and endogenous variables. Results showed that all the high-performance

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HRM practices are positively and significantly related to OC. More specifically, hypothesis 1 (H1) proposed that training & development is significantly related to OC and results found that training & development had a statistically significant and positive (β=.235, p<.001, supported H1) association with OC. Similar result has been found by the study of Aladwan et al. (2015) suggested that organizations can make their employees obliged through appropriate training & development program and employees reciprocate by showing higher level of OC under the reciprocal norms of SET. In addition, this study found a significant relationship (β=.251, p<.001, supported H2) between employee participation and OC similar to the study of Young, Bartram, Stanton and Leggat (2010) explained under SET that if employees perceive that organizations are creating opportunity in the decision making process, they feel valued and recognized that builds the feelings reciprocity and repay in kind of higher level of OC. Lastly, this study also found a positive significant (β=.280, p<.001, supported H3) link between rewards & recognition and OC. This finding is also similar with the prior studies (e.g., Al Damoe, Hamid & Sharif, 2017) recommended that high-performance HRM practices such as rewards & recognition help to enhance the employees’ positive behavior such as OC. Further they argued that if organizations provided sufficient rewards & recognition, employees feel obligated that their organizations are investing a lot and reciprocate through positive behavior such as OC. Moreover, the PLS-SEM path modeling results illustrated that all the exogenous latent constructs together can explain 38% (R²=.381) of variances on its respective endogenous latent construct which indicated that exogenous latent variables can moderately explain its endogenous latent construct as suggested by Chin (1998).

Figure 2: Structural model

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Table 4: Results of Hypotheses Testing

Hypotheses Relationship Path

Coefficient (β)

Standard Error

T Values

P Values

Decision

H1 TD -> OC 0.235 0.061 3.862 <.001 Supported

H2 EP -> OC 0.251 0.048 5.185 <.001 Supported

H3 RR -> OC 0.280 0.053 5.254 <.001 Supported

Note: EP=employee participation, RR=rewards & recognition, TD=training & development, OC=organizational commitment 5. Conclusion, Implication and Future Recommendation The present study examined the relationship between high-performance HRM practices namely training & development, employee participation, rewards & recognition and OC among banking employees in Bangladesh. Results of this study revealed that all the hypothesized relationships are statistically significant. This study findings also supported by the previous research (e.g., Lewicka & Krot, 2015) suggested that high-performance HRM practices enhance organizational success by improving employees’ positive attitude towards their organization. This study makes several contributions in the academic literature by providing additional knowledge about organizational behavior and HRM practices. More specifically, this study explained the relationship between high-performance HRM practices and OC under the tenet of SET suggesting the reciprocal social exchange of employer and employee. Moreover, study findings also have practical implications suggesting managers to develop such a high-performance HRM system within the organization that ultimately help to enhance the employees’ commitment towards the organization. Particularly, this study suggests that organizations can introduce high-performance HRM practices by providing suitable training & development program which accompanied by employees’ right to give input in management decision making process and all these practices should be surrounded by an adequate rewards and recognition. Although, the current study has contributed in different ways, it has some limitations. Such as, this study considered HRM practices in general rather different dimensions of HRM practices as different dimension namely, ability-motivation-opportunity enhancing HRM practices have different impact on HRM outcomes (Jiang et al., 2012). Thus, further studies may consider different dimensions of HRM practices to examine the impact on employee behavior. Moreover, this study used a cross-sectional survey design that cannot establish the causal relationships between exogenous and endogenous latent constructs. Therefore, future research may include experimental or longitudinal research design to enhance the generalize ability of the findings.  

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