Correlates of HRM Practices and Organisational Commitment of Retail Employees in Delhi-NCR

Abstract

Purpose:

The advent of global players in the Indian retail sector has generated mammoth challenges for the Indian retail establishments by increasing the gap in supply and demand of talented professionals. The current article seeks to analyse the perceptions of prevalent human resource (HR) practices, such as hiring and selection, career management, learning and development, performance evaluation, management policies and grievance handling and its relationship with the commitment level of the retail sector employees.

Research methodology:

The data were collected from 100 respondents working in retail companies in Delhi National Capital Region (NCR) through a combination of standardised and self-constructed questionnaires including demographics.

Findings:

The significant discoveries of this empirical research display a highly significant and positive relationship between organisation commitment and perceptions of staffing and resource management practices (r = 0.424, p ≤ 0.01), the perceptions of performance evaluation practices in the organisation (r = 0.592, p ≤ 0.01) and perceptions of people management practices prevalent in the organisation (r = 0.396, p ≤ 0.01).

Research limitations/implications:

First, the study sample picked for the research belonged to Delhi NCR and this study does not include the perceptions of retail employees in Tier II and Tier III cities. Second, it mainly focused on the entry-level and junior-level employees; therefore, future research should be conducted to find out its validity in the context of middle and senior management.