Do human resource practices enhance organizational commitment in SMEs with low employee satisfaction?

  1. Lookup NU author(s)
  2. Dr Stewart Johnstone
Author(s)Saridakis G, Munoz-Torres R, Johnstone S
Publication type Article
JournalBritish Journal of Management
ISSN (print)1045-3172
ISSN (electronic)1467-8551
Full text is available for this publication:
This paper considers a large matched employee–employer data set to estimate a model of organizational commitment. In particular, it focuses on the role of firm size and management formality to explain organizational commitment in British small and medium-sized enterprises (SMEs) with high and low levels of employee satisfaction. It is shown that size ‘in itself’ can explain differences in organizational commitment, and that organizational commitment tends to be higher in organizations with high employee satisfaction compared with organizations of similar size with low employee satisfaction. Crucially, the results suggest that formal human resource (HR) practices can be used as important tools to increase commitment and thus, potentially, effort and performance within underperforming SMEs with low employee satisfaction. However, formal HR practices commonly used by large firms may be unnecessary in SMEs which benefit from high employee satisfaction and positive employment relations within a context of informality.
Actions    Link to this publication

Altmetrics provided by Altmetric