Facilitating organizational commitment through human resource practices
Industrial Relations Centre, Queen's University, 1992 - Business & Economics - 30 pages
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affect employees affective commitment Arnold and Feldman attachment Baba and Knoop based commitment Canadian Career Development commitment Ogilvie commitment strategy continuance commitment Development and Training due to feelings Employee Support Programs Employment Equity employment relationship extrinsic Fortune 500 foster high levels ganizational goals and values high commitment higher productivity Human resources management individual's individuals Industrial Relations job challenge job enrichment job performance job-related and organizational job-related factors levels of affective levels of commitment levels of organizational Lincoln and Kalleberg longer job tenure Mary Lou Coates ment Meyer and Allen mitment Mottaz Mowday Ontario organizational dependability organizational factors Participative Decision PDM programs perceived performance appraisals personal characteristics Pinks ployees Porter practitioners proximity Queen's University realistic Recognition and Visibility Recruitment and Selection reduced turnover resources management practices Rhodes and Steers role ambiguity social exchange approach social exchange model socialization and orientation tion tional commitment types of commitment