Fairness Of Human Resource Management Practices, Leader-Member Exchange And Organizational Commitment

The purpose of this research was to test the hypothesis that relations between fairness perception of human resource management (HRM) practices and organizational commitment are affected by the quality of leader-member exchange (LMX). Specifically, we predicted the unique (positive) contribution...

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Main Authors: Kee, Daisy Mui Hung, A. Ansari , Mahfooz, Aafaqi, Rehana
Format: Article
Language:English
Published: Asian Academy of Management (AAM)
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Online Access:http://eprints.usm.my/35747/1/AAMJ_9-1-6.pdf
http://eprints.usm.my/35747/
http://web.usm.my/aamj/9.1.2004/AAMJ%209-1-6.pdf
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spelling my.usm.eprints.35747 http://eprints.usm.my/35747/ Fairness Of Human Resource Management Practices, Leader-Member Exchange And Organizational Commitment Kee, Daisy Mui Hung A. Ansari , Mahfooz Aafaqi, Rehana HD28-70 Management. Industrial Management The purpose of this research was to test the hypothesis that relations between fairness perception of human resource management (HRM) practices and organizational commitment are affected by the quality of leader-member exchange (LMX). Specifically, we predicted the unique (positive) contribution of fairness perception of HRM practices and LMX as well as their interaction to organizational commitment. A sample of 224 managers was drawn from nine diverse multinational, manufacturing companies located in Northern Malaysia. Participation in the research was voluntary. Data were gathered by means of a survey questionnaire that consisted of a series of psychometrically sound scales to assess the employed variables in the study. Hierarchical multiple regression results provided support for the direct impact of fairness perceptions and LMX on each component of commitment. But significant interactions were convincingly evident only in the case of affective commitment. These interactions suggest that the impact of fairness perceptions of HRM practices on affective commitment is not unconditional. Key implications of the survey findings both for theory and practice are discussed, potential limitations are specified, and directions for future research are suggested. Asian Academy of Management (AAM) Article PeerReviewed application/pdf en http://eprints.usm.my/35747/1/AAMJ_9-1-6.pdf Kee, Daisy Mui Hung and A. Ansari , Mahfooz and Aafaqi, Rehana Fairness Of Human Resource Management Practices, Leader-Member Exchange And Organizational Commitment. Asian Academy of Management Journal (AAMJ), 9 (1). pp. 1-22. ISSN 1394-2603 http://web.usm.my/aamj/9.1.2004/AAMJ%209-1-6.pdf
institution Universiti Sains Malaysia
building Hamzah Sendut Library
collection Institutional Repository
continent Asia
country Malaysia
content_provider Universiti Sains Malaysia
content_source USM Institutional Repository
url_provider http://eprints.usm.my/
language English
topic HD28-70 Management. Industrial Management
spellingShingle HD28-70 Management. Industrial Management
Kee, Daisy Mui Hung
A. Ansari , Mahfooz
Aafaqi, Rehana
Fairness Of Human Resource Management Practices, Leader-Member Exchange And Organizational Commitment
description The purpose of this research was to test the hypothesis that relations between fairness perception of human resource management (HRM) practices and organizational commitment are affected by the quality of leader-member exchange (LMX). Specifically, we predicted the unique (positive) contribution of fairness perception of HRM practices and LMX as well as their interaction to organizational commitment. A sample of 224 managers was drawn from nine diverse multinational, manufacturing companies located in Northern Malaysia. Participation in the research was voluntary. Data were gathered by means of a survey questionnaire that consisted of a series of psychometrically sound scales to assess the employed variables in the study. Hierarchical multiple regression results provided support for the direct impact of fairness perceptions and LMX on each component of commitment. But significant interactions were convincingly evident only in the case of affective commitment. These interactions suggest that the impact of fairness perceptions of HRM practices on affective commitment is not unconditional. Key implications of the survey findings both for theory and practice are discussed, potential limitations are specified, and directions for future research are suggested.
format Article
author Kee, Daisy Mui Hung
A. Ansari , Mahfooz
Aafaqi, Rehana
author_facet Kee, Daisy Mui Hung
A. Ansari , Mahfooz
Aafaqi, Rehana
author_sort Kee, Daisy Mui Hung
title Fairness Of Human Resource Management Practices, Leader-Member Exchange And Organizational Commitment
title_short Fairness Of Human Resource Management Practices, Leader-Member Exchange And Organizational Commitment
title_full Fairness Of Human Resource Management Practices, Leader-Member Exchange And Organizational Commitment
title_fullStr Fairness Of Human Resource Management Practices, Leader-Member Exchange And Organizational Commitment
title_full_unstemmed Fairness Of Human Resource Management Practices, Leader-Member Exchange And Organizational Commitment
title_sort fairness of human resource management practices, leader-member exchange and organizational commitment
publisher Asian Academy of Management (AAM)
url http://eprints.usm.my/35747/1/AAMJ_9-1-6.pdf
http://eprints.usm.my/35747/
http://web.usm.my/aamj/9.1.2004/AAMJ%209-1-6.pdf
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score 12.925488