A study of relationship between full-time and part-time employees'' perception of HRM practices and organizational commitment

• Main Authors: Ching-fang Han, 韓青芳
• Other Authors: 黃同圳
• Format: Others
• Language: zh-TW
• Published: 2007
• Online Access: http://ndltd.ncl.edu.tw/handle/13944837720601126621

碩士 === 國立中央大學 === 人力資源管理研究所 === 95 === In the last decade, the industrial structure has changed from manufacturing to service oriented, resulting in an incremental need for part-time employees. Based on the phenomenon, the purpose of this study is to discuss (1)the difference of the perception of human resource management(HRM) practices and the organizational commitment between full-time and part-time employees; (2)whether and how the perception of HRM practices can affect the organizational commitment; and (3)whether the relationship between the perception of HRM practices and organizational commitment is moderated by the employees’ job type. A questionnaire survey is carried out to all employees of a large-scale retailer in Taiwan and 1,350 of them are valid samples, including 1,014 of full-time employees and 336 of part-time employees. Results of the study show below: (1)There is no significant difference in the organizational commitment between full-time and part-time employees; (2)the employees’ perception of each of the HRM practices, setting job characteristics, leadership, performance management, training, compensation and benefit, promotion and development, and employee communication as the main dimensions, positively affects their organizational commitment, excepting performance management; (3)the relationship between the employees’ perception of the HRM practices and their organizational commitment is moderated by the employees’ job type. Job characteristics, training, promotion and development have greater influences on full-time employees’ organizational commitment. Leadership has greater influence on part-time employees’ organizational commitment. Compensation and benefit and employee communication have the same influence both on full-time and part-time employees’ organizational commitment. Performance management has no significant influence on neither full-time nor part-time employees’ organizational commitment. Finally, based on above findings, some suggestions are provided to practitioners for improving management effectiveness on employees in different job type.