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Asia Pacific Journal of Human Resources, Vol. 46, No. 1, 6-20 (2008)
DOI: 10.1177/1038411107086540.

Human resource practices and organizational commitment: A deeper examination

Patrick M. Wright

Cornell University, Ithaca, New York, USA, pmw6{at}cornell.edu

Rebecca R. Kehoe

Cornell University, Ithaca, New York, USA

This paper examines newer conceptualizations of HRM practices in the HR—performance relationship as well as newer conceptualizations of commitment. Juxtaposing these categories of HR practices and types of commitment provides a clearer theoretical rational for at least some ways that HR practices can influence organizational performance, be that positive or negative. Implications for research are then discussed.

Key Words: employee attitudes • HR and performance • organizational commitment • strategic HRM


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