Organizational Commitment in HRM Practices: Insights from the Ghanaian Banking Industrial Experience

Organizational Commitment in HRM Practices: Insights from the Ghanaian Banking Industrial Experience

The degree to which HRM activities are able to cultivate an emotional connection between firms and employee goals is referred to as organisational engagement. The aim of this study was to look into the nature of the connection between HRM practises and organisational commitment in Ghana’s banking industry. The researchers looked at six HRM activities in five commercial banks in Ghana, using Allen and Meyer’s three-component model as the underlying principle of organisational engagement. A descriptive with multiple regression analysis was used to evaluate the current relationship between HRM activities and organisational engagement, using the quantitative method of study. Affective and normative forms of commitment were favoured over continuance forms of commitment, according to the results of the study. While the affective and normative commitments of respondents included performance-based compensation, contact and information sharing, training and growth, and rewards and recognition, the continuance commitment included communication, information sharing, recruitment and selection performance assessment, as well as rewards and recognition. According to the results of the report, workers feel morally bound to keep their employment contract with a company that provides them with good incentives and appreciation packages, benefits, and performance assessment systems. As a result, workers feel obliged to reciprocate certain organisational practises with their loyalty and dedication in return for jobs. According to the findings, there is a correlation between the implementation of HRM practises and organisational engagement. It is therefore recommended that a qualitative study be conducted in all banks in Ghana to assess the applicability of generalizability on the subject matter.

Author (s) Details

Dr. (Mrs.) Rosemary Boateng Coffie
School of Business, Department of Human Resource and Organisational Development, Kwame Nkrumah University of Science and Technology, Ghana.

Kofi Agyenim Boateng
School of Business, Department of Supply Chain and Information Systems, Kwame Nkrumah University of Science and Technology, Ghana.

Frank Coffie
Barclays Bank Ghana, Ghana.

View Book :- https://stm.bookpi.org/IEAM-V6/issue/view/40

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