Effect of human resource management practices on employee organizational commitment in business organization: a case study on Linde Bangladesh Limited

Abstract

The assessment of the connection between employee commitment and human resource management (HRM) practices is the main objective of this paper. It uses a descriptive research design. Linde Bangladesh Limited conducts a questionnaire study. According to the findings, each HRM domain's overall status is above average but not particularly high. Despite standard HRM procedures, this study discovered an intriguing fact: employee commitment levels are typically good or even superior in such circumstances. Employee commitment, including affective, continuance, and normative commitment, is clearly associated positively with all aspects of HRM practices, including recruitment and selection, training and development, performance appraisal, rewards and benefits, and employee participation. This means that if a company has competitive compensation policies, a well-written job description, a participatory management strategy, and an effective performance appraisal method, then employee commitment will be high. Employee commitment to organizations is also high when business entities spend in training and development initiatives. Therefore, in order to accomplish organizational goals, it is crucial to develop and implement HRM practices that are beneficial and spread to all kinds of employees.