Handbook Proposal Abstract introductionLiterature Review outline swot分析法 pest分析法 pestel analysis case study Methodology Reference 论文题目选题

Literature Review Employee Commitment 关于员工承诺的文献综述

时间:2017-05-09 09:07来源:www.ukthesis.org 作者:英国论文网 点击联系客服: 客服:Damien
The concept of employee commitment to organisation has received much attention in the literature. As both organization experts and managers, are interested in looking for ways to improve employee performance and retention (Steers, 1977). In the literature, employee‟s commitment to the organisation is referred to as Organisational commitment (Meyer and Allen, 1997). According to Meyer and Allen (1991) commitment is a psychological state, which characterizes employee's relation with the organization and their willingness to continue working in the organization. Committed employee has been defined as:"One who stays with the organisation through think and thin, attends work regularly, puts in a full day, protects company assets, shares company goal, and so on" (Meyer and Allen, 1997: 3) According to the definition, committed employees are more likely to stay in the organization than the uncommitted ones (Meyer and Allen, 1997). Employee commitment is an important aspect as according to Steers (1977), it is often a good predictor of employee turnover than is job satisfaction.
Organizational performance: 组织绩效:
High performance work systems claim to increase organisational performance. It is crucial therefore to analyse whether or not these systems actually achieve the simple purpose they were devised to fulfil. There is a substantial and growing body of research which claims to show that enormous economic returns can be obtained through the implementation of HPWS (Pfeffer & Veiga, 1999). There are many indicators other than pure financial figures that indicate an increase in organisational performance (Huselid, 1995). One such indicator is the actual behaviour of employees, through the way they affect turnover and labour productivity (Huselid, 1995). Eliciting superior employee performance, which in turn increases organisational performance, comes from HPWS in the form of developing individuals to their „full‟ potential and motivating these individuals to apply their skills and abilities to their work-related activities (Way, 2002). This section will not delve into the issue of workforce turnover but will focus on the contentious issue of productivity. Way (2002) purports that HPWS result in an increase in labour productivity in small US firms. Further evidence comes from Delaney and Huselid (1996, p. 965), whereby it was concluded that, "the widely asserted assumption that people are the pre-eminent organizational resource and the(责任编辑:BUG)

UK Thesis Base Contacts