Human resources management and organizational commitment behaviors: STUDY IN A SOCIAL SOLIDARITY INSTITUTION

• Autores: Paula Rafael, João Pedro Cordeiro
• Localización: International Journal of Professional Business Review: Int. J. Prof.Bus. Rev., ISSN 2525-3654, ISSN-e 2525-3654, Vol. 9, Nº. 6, 2024 (Ejemplar dedicado a: Continuous publication; e4785)
• Idioma: inglés
• DOI: 10.26668/businessreview/2024.v9i6.4665
• Enlaces
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• Resumen

  • Objective: To Identify and analyze the relationship between human resources management practices and the organizational commitment of workers at a Private Social Solidarity Institution.

    Theoretical Framework: It focuses on the study of high-performance work practices (Pfeffer, 1998; Becker et al., 2001) and Meyer and Allen (1991, 1997) organizational commitment model, based on three components, underlying three psychological states: affective, normative, and calculative.

    Method: A case study was carried out in a Private Social Solidarity Institution, based on a semi-directive interview with the person responsible for the institution and the application of a questionnaire survey on the components of organizational commitment (Nascimento et al., 2008) and on workers' perception of high-performance work practices (Esteves, 2008). The sample is mostly made up of female professionals, between 35 and 44 years old, with a degree or 12th year of scholarity, with functions in the area of ​​education.

    Results and Discussion: It is concluded that human resources management practices are present in different ways in this organization and that workers are committed at different levels. At the same time, there is a correlation, sometimes statistically significant, between human resources practices and normative commitment and a low correlation, without statistical significance, between human resources practices and affective commitment.

    Research Implications: It allows the enrichment of knowledge of human resources management practices and organizational commitment, as well as the relationships they establish with each other in a particular context associated with social solidarity institutions, contributing to the design of management systems focused on organizational behavior.

    Originality/Value: It was the first study carried out in a national context on the two constructs in social solidarity institutions, contributing to increasing knowledge about the interrelationship between the two constructs by highlighting the importance of a relational and reflective approach to the importance of organizational behavior.

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