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Human Resource Development International Volume 13, 2010 - Issue 2
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Research articles

The relationship between HRM practices and organizational commitment of knowledge workers. Facts obtained from Swiss SMEs

David Giauque Institute of Political and International Studies, University of Lausanne, Lausanne, SwitzerlandCorrespondence[email protected]
,
Fabien Resenterra Institute of Political and International Studies, University of Lausanne, Lausanne, Switzerland
&
Michaël Siggen Institute Economy & Tourism, University of Applied Sciences Western Switzerland, Sierre, Switzerland
Pages 185-205 | Received 10 Oct 2009, Accepted 03 Feb 2010, Published online: 23 Apr 2010
 
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Abstract

This paper explores the effects of human resource management (HRM) practices in Swiss small-to-medium enterprises (SMEs). More specifically, the main objective of this study is to assess the impacts of HRM practices developed in Swiss SMEs upon the commitment of knowledge workers. Using data from a survey of over 198 knowledge workers, this study shows the importance of looking closer at HRM practices and, furthermore, to really investigate the impacts of the different HRM practices on employees' commitment. Results show, for example, that organizational support, procedural justice and the reputation of the organization may clearly influence knowledge workers' commitment, whereas other HRM practices such as involvement in decision-making, skills management or even the degree of satisfaction with pay do not have any impact on knowledge workers' commitment.

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