High Commitment HR Practices and Top Performers |
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| Authors: | Kiwook Kwon Johngseok Bae John J Lawler |
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| Affiliation: | (1) Department of Business Administration, School of Labor and Employment Relations, University of Illinois at Urbana-Champaign, Champaign, USA;(2) Department of Management, School of Business, Korea University, Seoul, South Korea;(3) School of Labor and Employment Relations, University of Illinois at Urbana-Champaign, Champaign, USA |
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| Abstract: |
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Both scholars and practitioners have paid much attention to the impact of retaining top-performing knowledge workers on organizational
effectiveness.
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This study hypothesizes and analyzes how a bundle of high-commitment human resource practices (HCHRPs) influence affective
organizational commitment, a strong predictor of employee turnover, of top performers versus ordinary employees.
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This study suggests that HCHRPs may enable organizations to retain not only ordinary employees but also top performers through
their positive impact on employees’ organizational commitment.
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Using a sample of middle level managerial and R&D workers in 11 subsidiaries of a multinational conglomerate located in East
Asia, this study showed that a bundle of high commitment human resource practices was positively related to the affective
organizational commitment of top performers more than that of lower performers.
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