The Relationship between Human Resource Management Practices and Organizational Commitment: A Field Study

AbstractTo begin with, of the most important factors that affect the operational performance of the companies is the human resources. Therefore, the development of organizational commitment needs effective human resource management practices. In organizational behavior and industrial and organizational psychology, organizational commitment is the individual's psychological attachment to the organization. Organizational commitment predicts work variables such as turnover, organizational citizenship behavior, and job performance. The current study is intended to provide analysis of the relationships between HRM practices and organizational commitment in companies which operate in the province of Konya/Turkey. From various previous studies, 56 HRM practices items were adopted for this study. These include “manufacturing and human resources fit, behavior and attitude, team activities, interaction facilitation, incentives to meet objectives, training on job skills, training in multiple functions, communication of strategy, feedback on performance”. In this study, Pfeffer (1998)’s scale of human resources management practices and Mowday & Steers (1979)’s organizational commitment scale, Ahmad, & Schroeder (2003) version were used. Data was analyzed using descriptive statistics to project the respondents’ profiles as well as the general patterns of the variations in the HRM variables and organizational commitment. Correlations and multiple regression, statistic regression analysis were used to explore the relationship between the variables involved in the study. As a result of analysis of the findings from top, middle and, the first-tier managers (n=169) except for “training on job skills”. It was found that there was a strong and statistically positive significant relationship between other HRM variables and organizational commitment. The findings of the study provide support for the variables concerned and are confirmed by the results of the previous studies

İŞLETMELERDE DÜŞÜNCE AŞAMASINDAN PATENT AŞAMASINA UZANAN SÜREÇTE YENİLİK STRATEJİLERİVE BULUŞ YÖNETİMİ

Küresel bilgi ekonomisinde keskin rekabet ortamıhem kamu sektörünü hem de aynızamanda özel sektörü olağanüstü biçimde etkilemektedir. İşletmeler çalkantılırekabet ortamında daha çok pazar payıelde etme yarışının bir sonucu olarak sürekli yeni ürünler piyasaya sürme ve işletme içi kesintisiz yenilik yaratma çabasına ve proaktif stratejilere yönelmişlerdir. Geçtiğimiz yüzyılda artan küresel rekabet ve etkilerinin sıra-dışıbiçimde büyümesi sadece ürün kalitesinin arttırılmasınıdeğil aynızamanda müşteri beğeni ve beklentileri doğrultusunda yeni ürünler üretme ve bunlarıbaşarılıbiçimde pazara sunma zorunluluğunu da gündeme getirmiştir. Çalışmada, bilgi çağının temel dinamiklerinden olan bilgi ve teknoloji üretiminin stratejik öneminden hareketle, Ar-Ge’ ye dayalıyenilik stratejilerini izleyen işletmelerin geliştirdikleri ürünlerden patent alımına kadar uzanan süreç incelenmiştir. Bu bağlamda, özellikle Ar-Ge stratejisi ve taklitçi stratejileri izleyen firmalarda uygulanan süreçler irdelenmiştir