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Do “high commitment” human resource practices affect employee commitment?
Abstract
Relying on a cross-level paradigm and on social exchange theory (i.e., perceived organizational support) I explore the relationships among human resource practices, trust-in-management, and organizational commitment. Individual-level analyses from a sample of 1689 employees from 180 credit unions indicate that trust-in-management partially mediates the relationship between perceived organizational support and organizational commitment....
Paper Details
Title
Do “high commitment” human resource practices affect employee commitment?
Published Date
Oct 1, 2001
Journal
Volume
27
Issue
5
Pages
515 - 535
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History