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.