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Cited by 343Job Satisfaction and Organizational BehaviorEmployee Performance and ManagementHuman Resource and Talent Management

Satisfaction with HR practices and commitment to the organisation: why one size does not fit all

Open access
Kinnie, Nicholas, Hutchinson, Sue, Purcell, John, Rayton, Bruce, Swart, Juani·2005·Human Resource Management Journal
DOI 10.1111/j.1748-8583.2005.tb00293.x
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Abstract

This article examines the links between employees' satisfaction with HR practices and their commitment to the organisation. It draws on recently collected data to examine these links for three groups of employees: professionals, line managers and workers. Satisfaction with some HR practices appears to be linked to the commitment of all employees, while the link for others varies befuwn the three employee groups. These findings pose a challenge to the universalistic model of HRM and have implications for those seeking to design practices that will improve organisational commitment.

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  • Different sizes of firms and firms in different sectors of the economy have different HRM.

    “Different sizes of firms and firms in different sectors of the economy have different HRM (Kinnie, Hutchinson, Purcell, Rayton, & Swart, 2005;de Kok, Uhlaner, & Thurik, 2006).”

    From Conceptualising the future of HRM and technology research (2016) · cites this paper as Kinnie, Hutchinson, Purcell, Rayton, & Swart, 2005

    The opening discussion notes strategic differences between manufacturing and service firms, and Previous Research expects heterogeneity between firms even within a sector. The Methodology identifies small and medium-sized firms in the sample, but does not say that firm size accounts for differences in HRM. The firm-size part of the claim is therefore unsupported by this paper. (LLM, conf=0.84)

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  50. HUMAN RESOURCE MANAGEMENT JOURNAL, VOL 15 NO 4, 2005 Satisfaction with HR practices and commitment to the organisation: why one size does not fit all

Cited by

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Authors
Kinnie, N., Hutchinson, S., Purcell, J., Rayton, B., & Swart, J.
Affiliations
University of Bath (GB)
Corresponding author
Kinnie, Nicholas
ORCID
Venue
Human Resource Management Journal
Publisher
Wiley
Published
2005-11
Volume
15
Issue
4
Pages
9-29
ISSN
0954-5395 (ISSN-L)
DOI
10.1111/j.1748-8583.2005.tb00293.x
OpenAlex
W2150181840
Cited by
343
References
3
Citations by year
2026: 3 · 2025: 12 · 2024: 17 · 2023: 12 · 2022: 13 · 2021: 20 · 2020: 28 · 2019: 23 · 2018: 15 · 2017: 17 · 2016: 22 · 2015: 32 · 2014: 16 · 2013: 17 · 2012: 28
FWCI
5.70
Type
journal article
Language
en
Open access
Licence
doi.wiley.com/10.1002/tdm_license_1.1 (tdm, 3591 d)
Locations
  • Human Resource Management Journal (publishedVersion)
  • The University of Bath Online Publications Store (The University of Bath) (submittedVersion)
  • Pure (University of Bath) (submittedVersion)
  • UWE Research Repository (UWE Bristol) (submittedVersion, cc-by)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
  • Social Sciences › Human Factors and Ergonomics › Employee Performance and Management
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Human Resource and Talent Management
Keywords
organizational commitment, employee groups, professionals, line managers, workers

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