Organizational commitment and individual performance at work.
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Studies in human resources management have shown for many years that attitudes at work are very important determinants of an organisation's effectiveness and efficiency. In the list of these practices, several authors insist on HRM practices stemming from a cost-reduction strategy (retirement practices, employee benefits, work organisation, remuneration and organisational change) and those stemming from a value-added strategy (information, new role, training/development, mobility, work style, etc.), training/development, mobility, management style, performance appraisal, career management) Fro...
Studies in human resources management have shown for many years that attitudes at work are very important determinants of an organisation's effectiveness and efficiency. In the list of these practices, several authors insist on HRM practices stemming from a cost-reduction strategy (retirement practices, employee benefits, work organisation, remuneration and organisational change) and those stemming from a value-added strategy (information, new role, training/development, mobility, work style, etc.), training/development, mobility, management style, performance appraisal, career management) From this perspective, it is worth noting that these practices have a particular influence on two attitudes at work, which in turn seem to have very positive effects on organisational change and development. These are job satisfaction and commitment.
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