Examining the Impact of HRD Practices on Organizational Commitment and Intention to Stay Within Selected Software Companies in India

Abstract

The Problem

Software companies are knowledge-based organizations, they invest considerably on human resource development (HRD) practices to overcome the shortage of competent workforce, to stay competitive in the dynamic and competitive business environment of today. Furthermore, software companies are continuously involved in HRD interventions for the development of employees; problems such as low levels of employee commitment, employee engagement, and employee intention to stay are the biggest challenges.

The Solution

This study examined the impact of comprehensive HRD practices on organizational commitment (affective, continuance, and normative commitment), and employee intention to stay. In addition, it examined the impacts of organizational commitment on employee intention to stay. Survey responses were collected from 516 employees working in different software companies in India. Data were analyzed using partial least squares (PLS) method. Results showed that HRD practices have positive impacts on employee intention to stay as well as on the three components of organizational commitment. Furthermore, only affective and normative commitments were found to positively affect employees’ intention to stay, whereas relationship between continuance commitment and intention to stay was found to be negative and not significant.

The Stakeholders

Implications for software companies, HRD professionals, and scholars: First, software companies may like to formulate their strategies keeping organizational commitment and employee intention to stay in focus. Second, human resource (HR) managers are encouraged to develop a metric to assess the value added by each HRD practice in managing attrition. This study contributes to the existing concepts on links between HRD practices and attitudinal variables by suggesting a theoretical framework. Finally, it provides empirical evidence that HRD practices in software companies must be sound to enhance employee intention to stay and organizational commitment in India.

Keywords

comprehensive HRD practices intention to stay organizational commitment partial least squares software companies

Get full access to this article

View all access options for this article.

References

Agarwal

DeCarlo

T. E.

Vyas

S. B.

(1999). Leadership behavior and organizational commitment: A comparative study of American and Indian salespersons. Journal of International Business Studies, 30, 727-743. doi:10.1057/palgrave.jibs.8490836

Agarwal

U. A.

Datta

Blake-Beard

Bhargava

(2012). Linking LMX, innovative work behaviour and turnover intentions: The mediating role of work engagement. Career Development International, 17, 208-230. doi:10.1108/13620431211241063

Agarwala

(2003). Innovative human resource practices and organizational commitment: An empirical investigation. International Journal of Human Resource Management, 14, 175-197. doi:10.1080/0958519021000029072

Albrecht

S. L.

Andreetta

(2011). The influence of empowering leadership, empowerment and engagement on affective commitment and turnover intentions in community health service workers: Test of a model. Leadership in Health Services, 24, 228-237. doi:10.1108/17511871111151126

Allen

N. J.

Meyer

J. P.

(1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational and Organizational Psychology, 63, 1-18. doi:10.1111/j.2044-8325.1990.tb00506.x

Allen

N. J.

Meyer

J. P.

(1996). Affective, continuance, and normative commitment to the organization: An examination of construct validity. Journal of Vocational Behavior, 49, 252-276. doi:10.1006/jvbe.1996.0043

Angle

H. L.

Perry

J. L.

(1981). An empirical assessment of organizational commitment and organizational effectiveness. Administrative Science Quarterly, 26, 1-14. doi:10.2307/2392596

Anitha

(2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management, 63, 308-323. doi:10.1108/IJPPM-01-2013-0008

Arthur

J. B.

(1994). Effects of human resource systems on manufacturing performance and turnover. Academy of Management Journal, 37, 670-687. doi:10.2307/256705

10.

Bailey

Madden

Alfes

Fletcher

(2017). The meaning, antecedents and outcomes of employee engagement: A narrative synthesis. International Journal of Management Reviews, 19, 31-53. doi:10.1111/ijmr.12077

11.

Bal

P. M.

Kooij

D. T.

De Jong

S. B.

(2013). How do developmental and accommodative HRM enhance employee engagement and commitment? The role of psychological contract and SOC strategies. Journal of Management Studies, 50, 545-572. doi:10.1111/joms.12028

12.

Bartlett

Kang

D. S.

(2004). Training and organizational commitment among nurses following industry and organizational change in New Zealand and the United States. Human Resource Development International, 7, 423-440. doi:10.1080/1367886042000299799

13.

Bartlett

K. R.

(2001). The relationship between training and organizational commitment: A study in the health care field. Human Resource Development Quarterly, 12, 335-352. doi:10.1002/hrdq.1001

14.

Bartlett

K. R.

(2002). An examination of the role of HRD in voluntary turnover in public service organizations. Performance Improvement Quarterly, 15, 45-56. doi:10.1111/j.1937-8327.2002.tb00264.x

15.

Bartlett

K. R.

(2007). HRD and organizational commitment in health and social care organisations. In Sambrook

Stewart

(Eds.), Human resource development in the public sector (pp. 112-133). London, England: Routledge.

16.

Becker

H. S.

(1960). Notes on the concept of commitment. American Journal of Sociology, 66, 32-40. doi:10.1086/222820

17.

Becker

J. M.

Klein

Wetzels

(2012). Hierarchical latent variable models in PLS-SEM: Guidelines for using reflective-formative type models. Long Range Planning, 45, 359-394. doi:10.1016/j.lrp.2012.10.001

18.

Benjamin

(2012). Human resource development climate as a predictor of citizenship behaviour and voluntary turnover intentions in the banking sector. International Business Research, 5, 110-119. doi:10.5539/ibr.v5n1p110

19.

Benjamin

David

(2012). Human resource development climate and employee commitment in recapitalized Nigerian banks. International Journal of Business and Management, 7, 91-99. doi:10.5539/ijbm.v7n5p91

20.

Bhatnagar

(2007). Predictors of organizational commitment in India: Strategic HR roles, organizational learning capability and psychological empowerment. The International Journal of Human Resource Management, 18, 1782-1811. doi:10.1080/09585190701570965

21.

Bhatnagar

(2007). Talent management strategy of employee engagement in Indian ITES employees: Key to retention. Employee Relations, 29, 640-663. doi:10.1108/01425450710826122

22.

Bhatnagar

(2012). Management of innovation: Role of psychological empowerment, work engagement and turnover intention in the Indian context. The International Journal of Human Resource Management, 23, 928-951. doi:10.1080/09585192.2012.651313

23.

Biswas

Bhatnagar

(2013). Mediator analysis of employee engagement: Role of perceived organizational support, P-O fit, organizational commitment and job satisfaction. Vikalpa, 38, 27-40. doi:10.1177/0256090920130103

24.

Boon

Kalshoven

(2014). How high-commitment HRM relates to engagement and commitment: The moderating role of task proficiency. Human Resource Management, 53, 403-420. doi:10.1002/hrm.21569

25.

Brad Shuck

Rocco

T. S.

Albornoz

C. A

. (2011). Exploring employee engagement from the employee perspective: Implications for HRD. Journal of European Industrial Training, 35, 300-325. doi:10.1108/03090591111128306

26.

Budhwar

P. S.

Varma

Malhotra

Mukherjee

(2009). Insights into the Indian call centre industry: Can internal marketing help tackle high employee turnover? Journal of Services Marketing, 23, 351-362. doi:10.1108/08876040910973459

27.

Cammann

Fichman

Jenkins

Klesh

(1979). The Michigan Organizational Assessment Questionnaire (Unpublished manuscript). University of Michigan, Ann Arbor.

28.

Chalofsky

Krishna

(2009). Meaningfulness, commitment, and engagement: The intersection of a deeper level of intrinsic motivation. Advances in Developing Human Resources, 11, 189-203. doi:10.1177/1523422309333147

29.

Chaudhary

Rangnekar

Barua

(2011). Relation between human resource development climate and employee engagement: Results from India. Europe’s Journal of Psychology, 7, 664-685. doi:10.5964/ejop.v7i4.158

30.

Chaudhary

Rangnekar

Barua

(2013). Human resource development climate in India: Examining the psychometric properties of HRD climate survey instrument. Vision, 17, 41-52. doi:10.1177/0972262912469564

31.

Chaudhary

Rangnekar

Barua

M. K.

(2012). Relationships between occupational self-efficacy, human resource development climate, and work engagement. Team Performance Management: An International Journal, 18, 370-383. doi:10.1108/13527591211281110

32.

Chen

C. F.

Tsai

(2007). How destination image and evaluative factors affect behavioral intentions? Tourism Management, 28, 1115-1122. doi:10.1016/j.tourman.2006.07.007

33.

Chen

T. Y.

Chang

P. L.

Yeh

C. W.

(2004). A study of career needs, career development programs, job satisfaction and the turnover intentions of R&D personnel. Career Development International, 9, 424-437. doi:10.1108/13620430410544364

34.

Chew

Chan

C. C.

(2008). Human resource practices, organizational commitment and intention to stay. International Journal of Manpower, 29, 503-522. doi:10.1108/01437720810904194

35.

Chew

Girardi

Entrekin

(2005). Retaining core staff: The impact of human resource practices on organizational commitment. Journal of Comparative International Management, 8, 23-42.

36.

Chin

W. W.

(1998). The partial least squares approach to structural equation modeling. Modern Methods for Business Research, 295, 295-336.

37.

Cho

McLean

G. N.

(2009). Leading Asian countries’ HRD practices in the IT industry: A comparative study of South Korea and India. Human Resource Development International, 12, 313-331. doi:10.1080/13678860902982108

38.

Christian

M. S.

Garza

A. S.

Slaughter

J. E.

(2011). Work engagement: A quantitative review and test of its relations with task and contextual performance. Personnel Psychology, 64, 89-136. doi:10.1111/j.1744-6570.2010.01203.x

39.

Conway

Monks

(2009). Unravelling the complexities of high commitment: An employee-level analysis. Human Resource Management Journal, 19, 140-158. doi:10.1111/j.1748-8583.2009.00090.x

40.

Corporate Leadership Council. (2004). Driving performance and retention through employee engagement. Washington, DC: Corporate Executive Board.

41.

Crawford

E. R.

Lepine

J. A.

Rich

B. L.

(2010). Linking job demands and resources to employee engagement and burnout: A theoretical extension and meta-analytic test. The Journal of Applied Psychology, 95, 834-848. doi:10.1037/a0019364

42.

Cropanzano

Mitchell

M. S.

(2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31, 874-900. doi:10.1177/0149206305279602

43.

Dalal

R. S.

Baysinger

Brummel

B. J.

LeBreton

J. M.

(2012). The relative importance of employee engagement, other job attitudes, and trait affect as predictors of job performance. Journal of Applied Social Psychology, 42, E295-E325. doi:10.1111/j.1559-1816.2012.01017.x

44.

Daly

J. P.

Geyer

P. D.

(1994). The role of fairness in implementing large-scale change: Employee evaluations of process and outcome in seven facility relocations. Journal of Organizational Behavior, 15, 623-638. doi:10.1002/job.4030150706

45.

Fornell

Larcker

D. F.

(1981). Structural equation models with unobservable variables and measurement error: Algebra and statistics. Journal of Marketing Research, 18, 382-388. doi:10.2307/3150980

46.

Gaan

(2011). A revisit on impact of job attitudes on employee turnover: An empirical study in Indian IT Industry. Vilakshan: The XIMB Journal of Management, 8(2), 33-42.

47.

Garavan

T. N.

Morley

Gunnigle

McGuire

(2002). Human resource development and workplace learning: Emerging theoretical perspectives and organizational practices. Journal of European Industrial Training, 26, 60-71. doi:10.1108/03090590210428133

48.

Gefen

Straub

(2005). A practical guide to factorial validity using PLS-Graph: Tutorial and annotated example. Communications of the Association for Information Systems, 16(1), Article 5.

49.

Gefen

Straub

Boudreau

M. C.

(2000). Structural equation modeling and regression: Guidelines for research practice. Communications of the Association for Information Systems, 4(1), Article 7.

50.

Gellatly

I. R.

Hunter

K. H.

Currie

L. G.

Irving

P. G.

(2009). HRM practices and organizational commitment profiles. The International Journal of Human Resource Management, 20, 869-884. doi:10.1080/09585190902770794

51.

Ghapanchi

A. H.

Aurum

(2011). Antecedents to IT personnel’s intentions to leave: A systematic literature review. Journal of Systems and Software, 84, 238-249. doi:10.1016/j.jss.2010.09.022

52.

Glambek

Matthiesen

S. B.

Hetland

Einarsen

(2014). Workplace bullying as an antecedent to job insecurity and intention to leave: A 6-month prospective study. Human Resource Management Journal, 24, 255-268. doi:10.1111/1748-8583.12035

53.

Gouldner

H. P.

(1960). Dimensions of organizational commitment. Administrative Science Quarterly, 4, 468-490. doi:10.2307/2390769

54.

Gubbins

Garavan

T. N.

(2009). Understanding the HRD role in MNCs: The imperatives of social capital and networking. Human Resource Development Review, 8, 245-275. doi:10.1177/1534484309334583

55.

Guchait

Cho

(2010). The impact of human resource management practices on intention to leave of employees in the service industry in India: The mediating role of organizational commitment. The International Journal of Human Resource Management, 21, 1228-1247. doi:10.1080/09585192.2010.483845

56.

Guest

D. E.

Conway

(2002). Communicating the psychological contract: An employer perspective. Human Resource Management Journal, 12(2), 22-38. doi:10.1111/j.1748-8583.2002.tb00062.x

57.

Gupta

(2017). Corporate social responsibility, employee–company identification, and organizational commitment: Mediation by employee engagement. Current Psychology, 36, 101-109. doi:10.1007/s12144-015-9389-8

58.

Gupta

Sayeed

(2016). Social responsibility and commitment in management institutes: Mediation by engagement. Business: Theory and Practice, 17, 280-287.

59.

Gupta

Shaheen

(2017). Impact of work engagement on turnover intention: Moderation by psychological capital in India. Business: Theory and Practice, 18, 136-143. doi:10.3846/btp.2017.014

60.

Gupta

Shaheen

Reddy

P. K.

(2017). Impact of psychological capital on organizational citizenship behavior: Mediation by work engagement. Journal of Management Development, 36, 973-983. doi:10.1108/JMD-06-2016-0084

61.

Gupta

Kumar

(2012). Impact of performance appraisal justice on employee engagement: A study of Indian professionals. Employee Relations, 35, 61-78. doi:10.1108/01425451311279410

62.

Hair

J. F.

Ringle

C. M.

Sarstedt

(2011). PLS-SEM: Indeed a silver bullet. Journal of Marketing Theory and Practice, 19, 139-152. doi:10.2753/MTP1069-6679190202

63.

Hakanen

J. J.

Schaufeli

W. B.

Ahola

(2008). The job demands-resources model: A three-year cross-lagged study of burnout, depression, commitment, and work engagement. Work & Stress, 22, 224-241. doi:10.1080/02678370802379432

64.

Halbesleben

J. R.

Wheeler

A. R.

(2008). The relative roles of engagement and embeddedness in predicting job performance and intention to leave. Work & Stress, 22, 242-256. doi:10.1080/02678370802383962

65.

Hallberg

U. E.

Schaufeli

W. B.

(2006). “Same same” but different? Can work engagement be discriminated from job involvement and organizational commitment? European Psychologist, 11, 119-127. doi:10.1027/1016-9040.11.2.119

66.

Harter

J. K.

Schmidt

F. L.

Hayes

T. L.

(2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87, 268-279. doi:10.1037/0021-9010.87.2.268

67.

Hemdi

M. A.

Nasurdin

A. M.

(2006). Predicting turnover intentions of hotel employees: The influence of employee development human resource management practices and trust in organization. Gadjah Mada International Journal of Business, 8, 21-42.

68.

Henseler

Ringle

C. M.

Sinkovics

R. R.

(2009). The use of partial least squares path modeling in international marketing. In Sinkovics

R. R.

Ghauri

P. N.

(Eds.), New challenges to international marketing (pp. 277-319). Bingley, UK: Emerald Group Publishing.

69.

Herbst

P. G.

(1964). Organizational commitment: A decision process model. Acta Sociologica, 7, 34-46. doi:10.1177/000169936400700103

70.

L. T.

Bentler

P. M.

(1999). Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives. Structural Equation Modeling: A Multidisciplinary Journal, 6, 1-55. doi:10.1080/10705519909540118

71.

Hulland

(1999). Use of partial least squares (PLS) in strategic management research: A review of four recent studies. Strategic Management Journal, 20, 195-204.

72.

Huselid

M. A.

(1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38, 635-672. doi:10.2307/256741

73.

Jain

Premkumar

(2011). HRD practices in Indian organizations and their impact on “productivity” of human resources: An empirical study. Management and Labor Studies, 36, 5-30. doi:10.1177/0258042X1103600101

74.

Jaros

S. J.

(1997). An assessment of Meyer and Allen’s (1991) three-component model of organizational commitment and turnover intentions. Journal of Vocational Behavior, 51, 319-337. doi:10.1006/jvbe.1995.1553

75.

Jones

J. R.

Harter

J. K.

(2005). Race effects on the employee engagement-turnover intention relationship. Journal of Leadership & Organizational Studies, 11, 78-88. doi:10.1177/107179190501100208

76.

Joolideh

Yeshodhara

(2009). Organizational commitment among high school teachers of India and Iran. Journal of Educational Administration, 47, 127-136. doi:10.1108/09578230910928115

77.

Kahn

W. A.

(1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33, 692-724. doi:10.2307/256287

78.

Kanste

(2011). Work engagement, work commitment and their association with well-being in health care. Scandinavian Journal of Caring Sciences, 25, 754-761. doi:10.1111/j.1471-6712.2011.00888.x

79.

Kataria

Garg

Rastogi

(2013). Psychological climate and organizational effectiveness: Role of work engagement. IUP Journal of Organizational Behavior, 12(3), 33-46.

80.

Khatri

Budhwar

Fern

C. T.

(1999). Employee turnover: Bad attitude or poor management. Singapore: Nanyang Technological University.

81.

Krishnan

S. K.

Singh

(2010). Outcomes of intention to quit of Indian IT professionals. Human Resource Management, 49, 421-437. doi:10.1002/hrm.20357

82.

Kumar Mishra

Bhatnagar

. (2010). Linking emotional dissonance and organizational identification to turnover intention and emotional well-being: A study of medical representatives in India. Human Resource Management, 49, 401-419. doi:10.1002/hrm.20362

83.

Kwantes

C. T.

(2009). Culture, job satisfaction and organizational commitment in India and the United States. Journal of Indian Business Research, 1, 196-212. doi:10.1108/17554190911013265

84.

Lacity

M. C.

Iyer

V. V.

Rudramuniyaiah

P. S.

(2008). Turnover intentions of Indian IS professionals. Information Systems Frontiers, 10, 225-241. doi:10.1007/s10796-007-9062-3

85.

Lambert

E. G.

Hogan

N. L.

Barton

S. M.

(2001). The impact of job satisfaction on turnover intent: A test of a structural measurement model using a national sample of workers. The Social Science Journal, 38, 233-250. doi:10.1016/S0362-3319(01)00110-0

86.

Landau

Hammer

T. H.

(1986). Clerical employees’ perceptions of intraorganizational career opportunities. Academy of Management Journal, 29, 385-404. doi:10.2307/256194

87.

Lockwood

N. R.

(2007). Leveraging employee engagement for a competitive advantage. SHRM Research Quarterly. Alexandria, VA: SHRM Foundation.

88.

Luthans

Peterson

S. J.

(2002). Employee engagement and manager self-efficacy. Journal of Management Development, 21, 376-387. doi:10.1108/02621710210426864

89.

Macey

W. H.

Schneider

(2008). The meaning of employee engagement. Industrial and Organizational Psychology, 1, 3-30. doi:10.1111/j.1754-9434.2007.0002.x

90.

Markos

Sridevi

M. S.

(2010). Employee engagement: The key to improving performance. International Journal of Business and Management, 5(12), 89-96. doi:10.5539/ijbm.v5n12p89

91.

Maslach

Schaufeli

W. B.

Leiter

M. P.

(2001). Job burnout. Annual Review of Psychology, 52, 397-422. doi:10.1146/annurev.psych.52.1.397

92.

Mathieu

J. E.

Zajac

D. M.

(1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108(2), 171-194. doi:10.1037/0033-2909.108.2.171

93.

McLagan

P. A.

(1989). Models for HRD practice. Training & Development Journal, 43(9), 49-60.

94.

Meyer

J. P.

Allen

N. J.

(1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1, 61-89. doi:10.1016/1053-4822(91)90011-Z

95.

Meyer

J. P.

Allen

N. J.

Smith

C. A.

(1993). Commitment to organizations and occupations: Extension and test of a three-component conceptualization. Journal of Applied Psychology, 78, 538-551. doi:10.1037/0021-9010.78.4.538

96.

Meyer

J. P.

Irving

P. G.

Allen

N. J.

(1998). Examination of the combined effects of work values and early work experiences on organizational commitment. Journal of Organizational Behavior, 19, 29-52.

97.

Meyer

J. P.

Paunonen

S. V.

Gellatly

I. R.

Goffin

R. D.

Jackson

D. N.

(1989). Organizational commitment and job performance: It’s the nature of the commitment that counts. Journal of Applied Psychology, 74, 152-156.

98.

Meyer

J. P.

Smith

C. A.

(2000). HRM practices and organizational commitment: Test of a mediation model. Canadian Journal of Administrative Sciences, 17, 319-331.

99.

Meyer

J. P.

Stanley

D. J.

Herscovitch

Topolnytsky

(2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of Vocational Behavior, 61, 20-52. doi:10.1006/jvbe.2001.1842

100.

Mishra

Bhardwaj

(2002). Human resource development climate: An empirical study among private sector managers. Indian Journal of Industrial Relations, 38, 66-80.

101.

Mowday

R. T.

Porter

L. W.

Steers

R. M.

(1982). Employee-organization linkage: The psychology of commitment absenteeism, and turn over. London, England: Academic Press.

102.

Mowday

R. T.

Steers

R. M.

Porter

L. W.

(1979). The measurement of organizational commitment. Journal of Vocational Behavior, 14, 224-247.

103.

Nadler

(1970). Developing human resources. Houston, TX: Gulf Publishing.

104.

Namasivayam

Zhao

(2007). An investigation of the moderating effects of organizational commitment on the relationships between work–family conflict and job satisfaction among hospitality employees in India. Tourism Management, 28, 1212-1223. doi:10.1016/j.tourman.2006.09.021

105.

Nunnally

J. C.

(1978). Psychometric theory (2nd ed.). Hillsdale, NJ: McGraw-Hill.

106.

Ohana

Meyer

(2010). Should I stay or should I go now? Investigating the intention to quit of the permanent staff in social enterprises. European Management Journal, 28, 441-454. doi:10.1016/j.emj.2010.06.007

107.

Pattanayak

(2003). Towards building a better HRD climate: A study on organizational role stress and quality of work life. International Journal of Human Resources Development and Management, 3, 371-378. doi:10.1504/IJHRDM.2003.003401

108.

Paul

A. K.

Anantharaman

R. N.

(2004). Influence of HRM practices on organizational commitment: A study among software professionals in India. Human Resource Development Quarterly, 15, 77-88. doi:10.1002/hrdq.1088

109.

Pillai

P. R.

(2008). Influence of HRD climate on the learning orientation of bank employees. Indian Journal of Industrial Relations, 43, 406-418.

110.

Porter

L. W.

Steers

R. M.

Mowday

R. T.

Boulian

P. V.

(1974). Organizational commitment, job satisfaction, and turnover among psychiatric technicians. Journal of Applied Psychology, 59, 603-609. doi:10.1037/h0037335

111.

Powell

D. M.

Meyer

J. P.

(2004). Side-bet theory and the three-component model of organizational commitment. Journal of Vocational Behavior, 65, 157-177. doi:10.1016/S0001-8791(03)00050-2

112.

Purang

(2008). Dimensions of HRD climate enhancing organizational commitment in Indian organisations. Indian Journal of Industrial Relations, 43, 528-546.

113.

Rao

T. V.

(1987). Planning for human resources development. Vikalpa, 12(3), 46-51.

114.

Rao

T. V.

(2014). HRD audit: Evaluating the human resource function for business improvement. New Delhi, India: SAGE.

115.

Rao

T. V.

Abraham

(1986). HRD climate in organizations. Readings in Human Resource Development, 36-45.

116.

Rao

T. V.

Varghese

(2009). Trends and challenges of developing human capital in India. Human Resource Development International, 12, 15-34. doi:10.1080/13678860802638800

117.

Ringle

C. M.

Sarstedt

Straub

(2012). A critical look at the use of PLS-SEM in MIS Quarterly. MIS Quarterly, 36, 3-14.

118.

Robinson

Perryman

Hayday

(2004). The drivers of employee engagement. Report-Institute for Employment Studies. Brighton, UK.

119.

Rodrigues

L. L.

(2004). Correlates of human resource development climate dimensions: An empirical study in engineering institutes in India. South Asian Journal of Management, 11, 81-92.

120.

Rousseau

D. M.

(1989). Psychological and implied contracts in organizations. Employee Responsibilities and Rights Journal, 2, 121-139. doi:10.1007/BF01384942

121.

Saks

A. M.

(2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21, 600-619. doi:10.1108/02683940610690169

122.

SamGnanakkan

(2010). Mediating role of organizational commitment on HR practices and turnover intention among ICT professionals. Journal of Management Research, 10, 39-61.

123.

Saraswathi

(2010). Human resources development climate: An empirical study. International Journal of Innovation, Management and Technology, 1, 174-179. doi:10.7763/IJIMT.2010.V1.32

124.

Schaufeli

W. B.

Bakker

A. B.

Salanova

(2006). The measurement of work engagement with a short questionnaire: A cross-national study. Educational and Psychological Measurement, 66, 701-716. doi:10.1177/0013164405282471

125.

Schaufeli

W.B.

Salanova

(2007). Work engagement: An emerging psychological concept and its implications for organizations. In Gilliland

S.W.

Steiner

D.D.

Skarlicki

D.P.

(Eds.), Research in social issues in management: Vol. 5. Managing social and ethical issues in organizations (pp. 135-177). Greenwich, CT: Information Age Publishers.

126.

Schaufeli

W. B.

Salanova

González-Romá

Bakker

A. B.

(2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3, 71-92. doi:10.1023/A:1015630930326

127.

Shuck

Reio

T. G.

Jr. (2011). The employee engagement landscape and HRD: How do we link theory and scholarship to current practice? Advances in Developing Human Resources, 13, 419-428. doi:10.1177/1523422311431153

128.

Shuck

Reio

T. G.

Jr. Rocco

T. S.

(2011). Employee engagement: An examination of antecedent and outcome variables. Human Resource Development International, 14, 427-445. doi:10.1080/13678868.2011.601587

129.

Shuck

Wollard

(2010). Employee engagement and HRD: A seminal review of the foundations. Human Resource Development Review, 9, 89-110. doi:10.1177/1534484309353560

130.

Singh

(2007). Predicting organizational commitment through organization culture: A study of automobile industry in India. Journal of Business Economics and Management, 8, 29-37. doi:10.1080/16111699.2007.9636149

131.

Smeenk

S. G.

Eisinga

R. N.

Teelken

J. C.

Doorewaard

J. A. C. M

. (2006). The effects of HRM practices and antecedents on organizational commitment among university employees. The International Journal of Human Resource Management, 17, 2035-2054. doi:10.1080/09585190600965449

132.

Smith

R. L.

(1988). Human resource development: An overview. Washington, DC: Education Resources Information Center.

133.

Smith

R. L.

Walz

G. R.

(1984). Counseling and human resource development. Washington, DC: Education Resources Information Center.

134.

Somers

M. J.

(1995). Organizational commitment, turnover and absenteeism: An examination of direct and interaction effects. Journal of Organizational Behavior, 16, 49-58. doi:10.1002/job.4030160107

135.

Srimannarayana

(2008). Human resources development climate in India. Indian Journal of Industrial Relations, 44, 248-255.

136.

Steers

R. M.

(1977). Antecedents and outcomes of organizational commitment. Administrative Science Quarterly, 22, 46-56.

137.

Sturges

Conway

Guest

Liefooghe

(2005). Managing the career deal: The psychological contract as a framework for understanding career management, organizational commitment and work behavior. Journal of Organizational Behavior, 26, 821-838. doi:10.1002/job.341

138.

Sung

S. Y.

Choi

J. N.

(2014). Multiple dimensions of human resource development and organizational performance. Journal of Organizational Behavior, 35, 851-870. doi:10.1002/job.1933

139.

Supeli

Creed

P. A.

(2016). The longitudinal relationship between protean career orientation and job satisfaction, organizational commitment, and intention-to-quit. Journal of Career Development, 43, 66-80. doi:10.1177/0894845315581686

140.

Swanson

R. A.

(2001). Human resource development and its underlying theory. Human Resource Development International, 4, 299-312. doi:10.1080/13678860110059311

141.

Tett

R. P.

Meyer

J. P.

(1993). Job satisfaction, organizational commitment, turnover intention, and turnover: Path analyses based on meta-analytic findings. Personnel Psychology, 46, 259-293. doi:10.1111/j.1744-6570.1993.tb00874.x

142.

Vance

R. J.

(2006). Employee engagement and commitment: A guide to understanding, measuring and increasing engagement in your organization. Alexandria, VA: SHRM Foundation.

143.

Vecina

M. L.

Chacón

Marzana

Marta

(2013). Volunteer engagement and organizational commitment in nonprofit organizations: What makes volunteers remain within organizations and feel happy? Journal of Community Psychology, 41, 291-302. doi:10.1002/jcop.21530

144.

Weinberger

L. A.

(1998). Commonly held theories of human resource development. Human Resource Development International, 1, 75-93. doi:10.1080/13678869800000009

145.

Welch

(2011). The evolution of the employee engagement concept: Communication implications. Corporate Communications: An International Journal, 16, 328-346. doi:10.1108/13563281111186968

146.

Wetzels

De Ruyter

Van Birgelen

(1998). Marketing service relationships: The role of commitment. Journal of Business & Industrial Marketing, 13, 406-423. doi:10.1108/08858629810226708

147.

Wetzels

Odekerken-Schröder

Van Oppen

(2009). Using PLS path modeling for assessing hierarchical construct models: Guidelines and empirical illustration. MIS Quarterly, 33, 177-195.

148.

Wollard

K. K.

(2011). Quiet desperation another perspective on employee engagement. Advances in Developing Human Resources, 13, 526-537. doi:10.1177/1523422311430942

149.

Wollard

K. K.

Shuck

(2011). Antecedents to employee engagement: A structured review of the literature. Advances in Developing Human Resources, 13, 429-446. doi:10.1177/1523422311431220

150.

Wong

K. K. K.

(2013). Partial least squares structural equation modeling (PLS-SEM) techniques using SmartPLS. Marketing Bulletin, 24, 1-32.

151.

Chuang

C. H.

(2010). Examining the diffusion of electronic supply chain management with external antecedents and firm performance: A multi-stage analysis. Decision Support Systems, 50, 103-115. doi:10.1016/j.dss.2010.07.006

152.

Xanthopoulou

Bakker

A. B.

Demerouti

Schaufeli

W. B.

(2009). Reciprocal relationships between job resources, personal resources, and work engagement. Journal of Vocational Behavior, 74, 235-244. doi:10.1016/j.jvb.2008.11.003

153.

Yap

Holmes

M. R.

Hannan

C. A.

Cukier

(2010). The relationship between diversity training, organizational commitment, and career satisfaction. Journal of European Industrial Training, 34, 519-538. doi:10.1108/03090591011061202

154.

Young Sung

Choi

J. N

. (2011). The effects of human resource development on operational and financial performance of manufacturing companies: A large-scale, longitudinal analysis. Los Angeles, CA: Institute for Research on Labor and Employment.

155.

Zaleska

K. J.

de Menezes

L. M.

(2007). Human resources development practices and their association with employee attitudes: Between traditional and new careers. Human Relations, 60, 987-1018. doi:10.1177/0018726707081155

156.

Zeinabadi

(2010). Job satisfaction and organizational commitment as antecedents of organizational citizenship behavior (OCB) of teachers. Procedia-social and Behavioral Sciences, 5, 998-1003. doi:10.1016/j.sbspro.2010.07.225