The effects of human resources management strategy on levels of organizational commitment among staff employees at public institutions of higher education

The purpose of this study was to examine the effects of realized human resources management (HRM) strategy on organizational commitment levels among staff employees at public institutions of higher education. A total of 34 public, Carnegie classified Research I and Research II institutions submitted information related to their human resources policies and practices (realized strategy). In addition, 130 staff employees from six different public universities completed an on-line survey measuring Allen and Meyer's affective, continuance, and normative organizational commitment scales. Pearson correlation and multiple regression analysis procedures were used to identify potential relationships between HRM strategy and expressed commitment levels among staff employees. Significant relationships were found to exist between HRM realized strategy and two of the three organizational commitment constructs. The findings of the study suggest that HRM strategy can have an effect on organizational commitment levels among staff employees, validating the existence and value of HRM as a strategic partner in organizational planning.