Fairness Of Human Resource Management Practices, Leader-Member Exchange And Organizational Commitment
The purpose of this research was to test the hypothesis that relations between fairness perception of human resource management (HRM) practices and organizational commitment are affected by the quality of leader-member exchange (LMX). Specifically, we predicted the unique (positive) contribution...
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| Main Authors: | , , |
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| Format: | Article |
| Language: | English |
| Published: |
Asian Academy of Management (AAM)
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| Subjects: | |
| Online Access: | http://eprints.usm.my/35747/1/AAMJ_9-1-6.pdf http://eprints.usm.my/35747/ http://web.usm.my/aamj/9.1.2004/AAMJ%209-1-6.pdf |
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| Summary: | The purpose of this research was to test the hypothesis that relations between fairness
perception of human resource management (HRM) practices and organizational
commitment are affected by the quality of leader-member exchange (LMX). Specifically,
we predicted the unique (positive) contribution of fairness perception of HRM practices
and LMX as well as their interaction to organizational commitment. A sample of 224
managers was drawn from nine diverse multinational, manufacturing companies located
in Northern Malaysia. Participation in the research was voluntary. Data were gathered
by means of a survey questionnaire that consisted of a series of psychometrically sound
scales to assess the employed variables in the study. Hierarchical multiple regression
results provided support for the direct impact of fairness perceptions and LMX on each
component of commitment. But significant interactions were convincingly evident only in
the case of affective commitment. These interactions suggest that the impact of fairness
perceptions of HRM practices on affective commitment is not unconditional. Key
implications of the survey findings both for theory and practice are discussed, potential
limitations are specified, and directions for future research are suggested. |
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