The Relationship of Bundled HRM Practises to Employee Turnover Intentions
Human resource management (HRM) is a function that focuses on the people aspect of management. These HRM practises are developed to motivate employees in working towards achieving company’s objectives. HRM practises also serve as a communication tool between the employer and the employee (Bowen & Ostroff, 2004). These practises send messages that the employee could use to make sense and define the essence of their work (Bowen & Ostroff, 2004).
The existence of HR practises provide positive effects to the organisation as whole since it delivers a message to employees that the company is committed to the wellbeing of its employees, and in developing a management that will provide assistance for both the company and its employees. Further, employees are likely to perceive HR practises as effective with the use of communication through information sharing, communicating with supervisors, promotes employee’s understanding of the purposes and expectations (Edgar & Geare, 2005).
Previous studies have stated that HRM practise predicts employee attitudes (Edgar & Geare, 2005). Specifically, when these practises are implemented properly with motivating factor, proper leadership, and communicated well to the employees, the organisation could produce a gratifying attitude from the employees (Edgar & Geare, 2005). In addition, implementing an effective HRM practises could affect the output of the employees in accordance with firm performance.
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Employees could become more productive and more committed to the organisation (Huselid, 1995; Delaney & Huselid, 1996). The present study aims to investigate if there is a significant relationship between bundled HRM practises to employee turnover intentions, job performance, and organisational citizenship behaviour. HRM practises have been used to predict employee attitudes and behaviours (Edgar, & Geare, 2005).
Although, there are abundant empirical studies about the relationships between HRM practises and turnover intentions, this study departs from other studies since this will be an added empirical study about the relationship of HRM practises to organisational citizenship behaviour. In addition, this research paper will try to address the gap about what theory is appropriate to use in linking HRM practises to different outcomes (Guest, 1997). Several theories have been used to link HRM practises to different job outcomes hence; it is not established, missing concrete empirical support (Guest, 1997).
The researcher chose to bundle the practises since it promulgates synergism among the practises and it is more effective in developing competitive advantage for the IT organisation as well as for the employees (Bowen & Ostroff, 2004; Guest, Conway & Dewe, 2004; Huselid, 1995). This study will be conducted among employees in the UK Marketing industry, wherein the researcher could determine the different consequences of various HRM practises.