Explaining a Model for the Effects of High Commitment Human Resource Management (in Persian)

Valiollah Mirzaei Alamooti (), Mohammad Ataei () and Zohreh Moghaddas ()
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Valiollah Mirzaei Alamooti: Ph.D. Human Resource Management, Department of Public Administration, Qazvin Branch, Islamic Azad University, Qazvin, Iran
Mohammad Ataei: Assistant Professor Public Administration, Qazvin Branch, Islamic Azad University, Qazvin, Iran.
Zohreh Moghaddas: Assistant Professor Department of Mathematics, Qazvin Branch, Islamic Azad University, Qazvin, Iran.

Management and Development Process Quarterly (٠صلنامه ٠رایند مدیریت و توسعه), 2021, vol. 34, issue 1, 113-140

Abstract: Purpose: Effective and efficient human resource management is critical to the success of any organization. Meanwhile, improving employee performance is one of the main concerns of organizations in the public sector. Methodology: The aim of this study is to design a high commitment human resource management (HC-HRM) model among the employees of the 14 regions of Education Department in Qazvin Province. The statistical sample consisted of 260 employees who were selected according to the Morgan table. The present study was of a survey type. Data analysis was performed by applying structural equation modeling and Smart PLS2 software. Findings: Research results show that perceived high commitment human resource management directly and positively affects individual performance. In addition, research findings indicate that the variables of work engagement, professional commitment, and perceived organizational support play a role in the relationship between high commitment human resource management and individual performance as mediators. Originality/ Value: No doubt, the findings of this study enhance the knowledge of high commitment human resource management; besides, by modeling perceived high commitment human resource management at individual level, it helps create a new knowledge domain in the related literature.

Keywords: High Commitment Human Resource Management (HC-HRM); Individual Performance; Ability-Enhancing Practices; Motivation-Enhancing Practices; Opportunity-Enhancing Practices. (search for similar items in EconPapers)
Date: 2021
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