MANAGING EMPLOYEE RESOURCES THE EXTENT TO WHICH LABOUR FLEXIBILITY CAN GENERATE EMPLOYEE COMMITMENT

Ali M. M. S. Alajmi and Peter Lengyel
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Ali M. M. S. Alajmi: Karoly Ihrig Doctoral School of Management and Business, University of Debrecen, Hungary
Peter Lengyel: Karoly Ihrig Doctoral School of Management and Business, University of Debrecen, Hungary

SEA - Practical Application of Science, 2020, issue 24, 321-327

Abstract: Institutions want to foster a content workforce to gain a competitive advantage but also attract and retain workers. Labour flexibility can help prepare multi-skilled, flexible labour adapting to fluctuating work demands. Additionally, employee commitment engenders an institutional outcome of HRM positively affecting performance and decreasing staff turnover by strengthening retention strategies. Hence, the workers choose to remain in an organisation because they have experienced a positive environment, decreasing labour turnover and increasing the right motivation to improve entity performance. Hence, companies have begun to offer various flexible work circumstances, generating high employee commitment. Flexible employment can foster commitment depending on the work performed and the commitment produced. For example, flexitime and annual hour contracts can foster affective commitment, causing staff to choose to remain at their job, helping the firm maintain competitiveness and thus succeed.

Keywords: Employee compensation; Trade unions; Pay negotiation; Collective bargaining (search for similar items in EconPapers)
JEL-codes: E24 J50 (search for similar items in EconPapers)
Date: 2020
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