A Multi-Dimensional Analysis of Satisfaction with HR Practices and Organizational Commitment: The Case Against a Universal Approach

Abstract

 People are starting to wonder about the one-size-fits-all human resource (HR) practices strategy that truly results in higher employee commitment. This study examines how satisfaction with HR practices relates to an organization’s commitment, taking into account the unique conditions of each organization. It explores how social exchange theory and the person-organization fit model illustrate the relationship among moderating factors, employees’ satisfaction with HR practices, and their level of commitment. Findings indicate that employees' responses to HR actions depend heavily on the prevailing situation and culture. The study demonstrates that to enhance loyalty and performance, companies should tailor their HR strategies to meet their specific needs.