Personnel management theorists and practitioners have assumed that human resource activities have a positive effect on employee attitudes. The present study is an empirical investigation of this assumption. It is hypothesized that an organization's actual human resource programs affect employee perceptions of the organization's commitment to human resource efforts, which in tum affect general employee work attitudes. The results of a field survey of two autonomous organizations supports this hypothesis. Practical implications of these results are discussed and suggestions for further research are offered.
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