Examining the Influence of Human Resource Development (HRD) Practices on Organizational Commitment of Small and Medium Scale enterprises.

Abstract

Purpose – HRD practices are linked to greater corporate commitment. The purpose of the study was to investigate how HRD practices influences organizational commitment. Design/methodology/approach – Data was collected from 65 SMEs of which 30 were small size enterprises while 35 were medium size enterprises. A standardized questionnaire was used. SEM was employed in testing the model and hypothesis. Findings– The findings show that affective commitment was significantly influenced by HRD practices. A significant influence of HRD practices on continuance commitment was observed. A non-significant influence of HRD practice on normative commitment was reported. Research limitations/implications – The present study emphasis on SMEs may limit how broadly the results may be applied. Practical implications – The study will aid SMEs in developing workplace strategies, policies and policies that can immensely improve employee loyalty, fulfillment and satisfaction and inordinately enhance organizational sustainability, retention and productivity. Originality/value – This study extends the literature by demonstrating empirically that HRD practices influence organizational commitment.

Keywords

• HRD Practices, Organizational Commitment, Manufacturing Sector, Service Sector, SMEs.