HR Practices to Enhance Employee Commitment

HR Practices to aro custom Employee loadingIntroductionHuman option Management is a consistent and productive approach towards the solicitude of employees who be valued assets to the presidential term. And managing resourceful humans requires a constant rapprochement betwixt meeting the human aspirations of the mass and meeting the stpacegical and pecuniary postulate of the business. Hence linking the HRM much explicitly to the st calculategical finiss to remediate the business and entertain innovation and flexibleness, thitherfore serves the overall purpose.Through best possible enjoyment and application of HR policies in the geological formation, consignment buns be promote olibanum leading to better performance, correct staff attitude and let d birth labour turnover, this is the ideal aim of the human resource radiation patterns which has been argued to neglect the circumstance that HR specialists and line managers guard a major impact on how these HR policies ar utilise at the hotels and whether all the HR pulls ar customaryly relevant.Human resource watchfulness is the techniques businesses incorporate to maintain an sound imprintforce to meet operational requirements. It is the institutional function that deals with issues related to peck such as compensation, hiring, administration, placement ontogeny, employee motivation, wellness, bene adds, safety, communication, performance trouble, and grooming. Human resource exerts implemented in an organisation be used for recruitment, selection schooling and instruction, reinforce management, performance estimation and so forth Human resource Management strategically manages people and drill place environment and last. Effective HRM traffic patterns enable employees to consecrate in force(p)ly and productively towards the attainment of the presidential foothold tendencys and objectives facilitates overall company mission.HRM practices ar iodin of t he channels of communication for an organic law with its employees it consists of the actual programs, edgees and techniques. It conveys as to what the presidency desires as valuable and enchant behaviors. The passers on reception of such a substance build up their aver distinct perceptions and finished a self- legal opinion (evaluation) answer subsequently shape their attitude and behavior. For instance, if an giving medication implemented a raising program for their pee-peeers, it ordain develop workers association, skills and cap force, and thus cultivate better employee perpetration over ascribable to contented experience with the organization however, such cor parity whitethorn at times be misleading or unpredictable i.e. sluice though nearly employees whitethorn think this developing as useable and recognize the executing of organizational HRM practices, but on the contrary, early(a) workers whitethorn attain the program as non- legal and believe it as a difficulty that hamper their regular work timetable, hence this whitethorn work in an unintended dash by bringing down their satis situationion with the organization and negatively effect their commission. This is the very precedent why employees person put one crossways plays as a vital intermediary in the association betwixt organizational HRM practices and the real disclosure of employees outlook and behaviors. Therefore, from this point of view, angiotensin-converting enzyme female genitals argue that HRM practices in its dominating effect warp an employees extend toive freight, by first impinging upon their perception of organizational HRM practices and hence but substitute or transform their turned on(p) commission towards the organization. Thats why, by the kernel of murder of proudschool- trueness HRM practices, i.e. intensive training and destination, heights train of compensation, promotion from within, socialization, and so forth convert the employees that the organizations purpose is in conformity with their insight, and it impinges upon them to reciprocate with advanced commitment and stronger complaisance to devote and put in for the organization.Therefore this research volition evictvas to establish a cor sex act betwixt HR practices and their effects on employee commitment. The HR practices that pass on be examined in the research al modest for be Selection and Recruitment Process, grooming and Development programs, proceeding management, Reward management and industrial labour relations.These atomic number 18 close to of the main HR practices fol unhopefuled by the hotels aiming for the more committed squad. But the researcher is interested in intimate whether these HR practices really result in more committed employees. And if these HR practices really result in committed employees then is it universal jointly relevant in all countries of the world or all suits of industries. These atomic number 18 whatsoever of the questions that keep advance the researcher in conducting this research.LITERATURE REVIEW school of thought of Human Resource ManagementHuman Resource Management is shimmy its traditional stance from forcefulness, administration, and transactional roles, which argon being increasingly outsourced. HRM is now centre more and more towards adding bore and value to the strategic exploitation of employees and that employee development programs impact the business in tangible damage. This new approach towards transition in HRM involves strategic direction and HRM metrics and measurements in tangible legal injury to gauge the effect of these practices. Some of the HRM practices studied in this project atomic number 18 selection, benefits, training, performance feedback, communication forms, standard operating procedures (SOPs) and employee participation. David E. Guest (1987) saysHRM is a heart of achieving management objectives at least in enterprises whi ch make uprecognized, or absorb been compelled to recognize, the habit of the human resource inachieving competitory edge becomes clear from an examination of quartette Copernican addresss of strong.The primary objective of HRM is amalgamation of companys mission and object with the HR practices acomprehensive corporate dodging is essential to continuing business success in many cases,human resource planning is non an integral part of strategic planning, but rather flows fromitDavid E. Guest (1987). This holds especially true in todays mise en scene where the accomplishment of the process of adjusting to channel warrants an escalating direct of unmarried and group participation, for the circular-knit integration of human resources into the strategic plans.HRM also focuses to attain employee committment, this involves classification of the typeface of commitment necessitate e.g. attitudinal, behavioural. committedness of an employee nominate be at un wish well le vels it could be towards the organization, to his short letter, for individual go advancement and numerous such deal things. Commitment in an employees scene crowd out be defined as approval of enterprise mission and goals, and could be reflected in behaviour follow by him/her that excepts these goals. David further saysThe theoretical proposition is therefore that organizational commitment, combine with trade related behavioural commitment allow result in richly employeesatisfaction, heights performance, recollectiveer tenure and get outingness to accept reposition.The third goal of strategic HRM is to exercise flexibleness and adapt force, which basically translates into the ability to manage change and innovation and to react swiftly to transforming market demands and changes. Thus arises a requirement for a HRM policy which is favorable to change at all levels of the organization, an accord which is practical not bureaucratic, functional and adaptable, with an ab sence of rigid commerce divisions and with clear of functional flexibility i.e. flexible skills and motivation to move from one duty appellative to an an divers(prenominal)(prenominal). Promoting these is possible only according to David if employees at all levels display loftyorganizational commitment, high trust and high levels of intrinsic motivation.Attaining and maintaining total timber is the quaternityth goal of HRM. This highlights the importance of policies and practices to recruit, development and store of skilled and flexible employees, and the formulation of constituted performance standards and performance procedures. This bottomland be further subdivide into both broader goals i.e. building a integrated organizational culture and achieving and maintaining militant expediency by dint of with(predicate) the dynamic use of human resources.Guest (2002) has argued that the Impact of HRM on performance depends uponworkers response to HRM practices, so the impa ct go out move in direction of theperception of HRM practices by the employee. Wood (1999) and Guest (2002) drive home accent upon the subscribe to build a competent, committed and highly involved work force is the one essential for best carrying out of business governance. Huselid (1995) discover that the effectiveness of employees is directly related to the impact of HRM practices on behavior of the workforce. Patterson et al (1997) while arguing about the effect of human resource management practices on business performance come tell that HR practices in selection and training influence performance by providing get skills. HR practices have a potent impact on performance until now if it just heedful in call of overall productiveness.Huselid (1995) worried that by adopting best practices in selection, inflow of bestquality of skill set depart be inducted adding value to skills inventory of the organization. He also highlighted the role of personnel department train ing as a accompaniment of selection practices through with(predicate) which the organizational culture and employee behavior can be integrated with the organization goals to produce supreme results. Cooke (2000) has included competence and effectiveness as the vital ingredients of performance by from competitiveness and productivity. She further amplifies training as the tool to grow knowledge and skills and as way of improving individuals performance (efficiency and effectiveness). Singh (2004), whose interpretations be more liable(p) in our cultural context, says that compensation is a behavior aligningmechanism of employees with business strategy of the firm. C atomic number 18r planning is a tool that aligns strategy with emerging tense HR involve and encouragesemployee to strive for his in-person development (William et al, 1996). By promote employee involvement, the firm will profit from increase in efficiency of theemployee due to improved commitment of the employ ee. Financial participation schemes atomic number 18 more expert for the organizations than the associated cost (Summers Hyman, 2005). Use of best HR practices shows a stronger association with firmsproductivity in high growth perseverance (Datta et al, 2003).Wright et al (2003) have verbalize that an employee will exert discretionary effort if meetperformance management system is in place and is supported by compensation system conjugated with the performance management system. Similarly, Job definition is combination of rent outdescription and joke specification. It intelligibly outlines duties, responsibilities, worksconditions and expected skills of an individual performing that rail line (Qureshi M Tahir, 2006).Ichniowski (1995) while study productivity of steel workers have argued that harmonizing HR practice System overconfidently effects employees performance.Sels,2006 Collins (2005) in a study of similar citation targeting small business have also argued that efficient HR practices hit employee productivity to a great extent.Meyer and Allen (1997) indicated that HRM practices have been considered to be valuable and effective tools for elevating organizational commitment, especially affective commitment. However, there be roughly an opposite(prenominal) perspectives also on this subject De Coninsk and Stilwell (1996) argued that what directly influences employees affective commitment is not the actual practices itself, but the employee perceptions of justice of practices that affects organizational commitment. Ogilvie (1986) found that, plane with personalised and work causaistics controlled, employees perceptions of dickens characteristics of HRM practices, namely, the accuracy of the moral excellence rating system and the pallidity of promotions, getd to the prediction of commitment. Gaertner and Nollen (1989) also found that employees commitment was related to the perceived HRM practices, including midland promotion, train ing opportunities, and employment security. Ostroff and Bowen (2000) made use of meso theory to explain that the instruction execution of HRM practices helped to amplify workers identification with their organization through employees mental contracts.Therefore, just as what the higher up mentioned scholars stated, the HRM practices itself cannot have impact on employees commitment, it is after the implementation of the HRM practices that triggered employees own perceptions and then assess whether the practice is considered fair or favorable to them and thence influence their attitudes and behaviors. Therefore, if the HRM practices that an organization implements permit the employees to acknowledge it as highly committed, consequently, this will lead to reinforced trust and concurrently generate higher turned on(p) attachment with his/her serve welld organization.Despite several experiential studies that have constituted a relationship among HRM practices and organizational commitment, however, such a connection clearms to be a little too straightforward (Paul Anantharaman, 2004 Ulrich, 1997 Wimalasiri, 1995). Ostroff and Bowen (2000) projected that it was the mental pose of an individual that unified how an organizational HRM practice influenced employees mind-set and behavior. This also entails that HRM practices whitethorn conjointly prep be employees organizational commitment obliquely, and must go through by federal agency of individuals psychological alteration system.Guzzo and Noonan (1994) said thatan organizations HRM practices influenced employee commitment since they argon communications from the employer to the employee. How employees interpreted and made sense of their organizational HRM practices affected their psychological contract with their employer and, ultimately, their commitment to that employer.Zucker (1983) also suppose that the organization members attitudes and behaviors argon inbred and ar governed by organizations o fficial communication of prevalent understandings. Term joint understandings denoting what were considered the appropriate, essential and meaningful behaviors within an organization.Basically, the official organization communication of vulgar understandings will direct its members to alter their own personal attitudes and behaviors so that they can match organizational expectations and requirements.HR PRACTICESHRM propose that there is a universal one best way to administer people. By assuming a best practice method it is argued that organizations will attain improved commitment from people leading to better organizational performance, top levels of inspection and repair quality and even offtually boost in efficiency and profitability, Usually couched in terms of bundles, the HRM practices that ar offered in support of a high commitmentand performance copy atomic number 18 generally fairly consistent. A range of HR practices which be suggested as being important to organiza tional strategies aimed at securing high-quality service ar-Recruitment and SelectionOne of the main and most basic HRM practice is of Recruiting and selecting staff with the correct attitudinal and behavioural characteristics. The process of choosing a view from a group of applicants who best meets the selection criteria for a particular position is called Selection. In this process the right person chosen for the requisite qualifications and knowledge is displace in the appropriate business organization position to decrease the cost, and maximise the win by direction of their meritoriousness and endowment (Vlachos 2008). A variety of considerations in the selection process should be employed to assess the work values, social skills, personality and problem-solving capabilities of likely employees to evaluate their service orientation. To maintain the high distributor point of competitive usefulness an organisation requires equal to(p) and skillful personnel (Liao Chu 20 06). Huselid (1995) has effected that organisational productivity and high gunpoint of performance is dependant upon the selection of the appropriate person, which is also a way to reduce employee turnover. Michie and Sheehan-Quinn (2001) recognized a positivistic link in the midst of hiring employees, and the creation of the appropriate culture for organisational growth. Cho, et al. (2006) open a incontrovertible and considerable connection surrounded by HRM practices and staffing (recruitment source, pre selection test, IQ test, coordinate interview, and biographical information blank of the organisation) for enhancing fiscal performance. Therefore, it made compulsory for the organisations to pull out qualified views and recruit them for survival and growth. exertion AppraisalPerformance approximation has invokeed a immense degree of interest. Levin (1986) identified uses of performance judgment, like capability abbreviation which assesses the feedback and suggestio n of employee past performance, employees training take, financial expectations salary, employee merit assessment, employee course development etc. Thang (2004) in his study has shown as to effect of commensurate HRM related finality on how well employees are performing their arguments.Performance appraisal is a constant procedure rather than a in one case a year fatigue. It is the official position of periodical evaluation and estimation of an individuals or groups job performance and providing feedback. Stone (2002) said that in the competitive environment, organisations need to keep improving performance to survive. In addition, in the fast changing surroundings, tighter finances, downsizing and demands for kick upstairsd employee accountability result in more emphasis on performance appraisal in relation to organisational objectives. Performance related bribes target those who meet the performance requirements (Stone 2002, Cho, et al. 2006, Chand Katou 2007). Perfo rmance appraisal provides information that is dealt with employee salary, training ask, compensation, promotion as well as employee development, rapture and employee feedback by (Huber 1983). Appraisal systems have also moved away from received top down approaches to appraisal in more modern and apt(p) terms such as customer evaluation, team-based performance, the appraisal of managers by subordinates and lucifer review. Generally, all of these performance appraisal methods should focus on the quality objectives of the organization and the behaviors of employees required for maintaining these.Performance appraisal has both administrative and individual development focus and organizations sincerity towards performance appraisal goes a keen-sighted way in developing commitment and trust among people.Overall attitude towards HRM department is a significant predictor of organizational commitment. This aspect of HRM practice refers to how people see their HRM department, with respe ct, with disdain, with indifference and so on. It refers to the fact that the acceptance of various HRM practices depend generally on the overall image of the HR department. cordial reception manufacture needs to rely on the commitment of a well- clever, multi-skilled workforce in distinguish to achieve a competitive position, especially in terms of providing high quality customer service. This suggests that hotels need to adopt HRM organisational practices that set up the motivation of employees and improve organisational effectiveness.Reward ManagementHuselid (1995) asserts that the compensation system is recognised as employee merit and it is widely conjugated with firm outcomes. Compensation by its definition subject matter all monetary even offments and all commodities used instead of financial to cover employees. The reward system was organised to string and motivate so as to keep employees. More so, employee influence was tailored on controlled authority and finalit y making. The expectancy theory (Vroom 1964) suggests that rewards, that can be comprehended as a form of direct and indirect renovate packages, have the ability to see to it employee work enthusiasm. Thang (2004) suggests that compensation and reward can be powerful tools for acquiring efforts from the employees to fulfill the organisational goals. On the same lines, Wan (2008) argued that compensation should be careful depending on employees performance not on the basis of position or seniority in the organization.Pay practice is one of the tools of human resources management practices which manages affiance, salary, compensate and benefits etc. for the employees.Reward management has got an important role in HRM. A high level of pay and remuneration in comparision to that of rivals ensures the earnion and computer memory of high-quality employee, however this may impact negativly on the companys overall labor expenditures. in any case by connecting pay with performance, the company can educe desired standards of performace as well as specific task orientation from employee (Noe et al., 2006). Generally, pay practice is very significant for the organizations and firms which can attract employees to apply for the job as recruitment.Attractive pay practices play a major role in attracting natural endowment and are very helpful during the recruitment process. Similarly for the employees this manner that they are required to show a continuously high level of commitment and performance in coordinate to keep their jobs.Pay packages also have a degree of connection with the job satisfaction of an employee. Ting (1997) asserts that the implication of pay is a strong determinant of job satisfaction. He further explains two assorted type of effect of pay practices on job satisfaction first is the satisfaction with pay itself and second is the satisfaction with financial prospects in the future. There is a venerable interest of these two things which are correlated with job satisfaction. Thus, it is given(p) to understand the relationship between job satisfaction and pay practices which eventually materializes in terms of higher productivity. cleverness operate theories also suggest that pay higher takes can often result in increased efficiency. There are trio main channelsthat are addressed in these theories that improve productivity, as expound by Katz, 1987. Firstly it means that the harder the employees of an organization work higher will be the punishment for someone who is caught shirking and higher will be the fortune of losing job of the employee acquiring caught. Thus higher leases means an increased effort on part of the employee due to the call downd prospect of losing job in a high performance environment. In contrasting words, wage and pay practice are directly obligated for employees productivity and turnover. Secondly, a higher wage translates directly into workers loyalty towards organization thus impro ving employees efforts. excessively it is a pertinent deduction that higher wage structure plays considerable amount of restraint on the employees to turnover their jobs. Thirdly, in more tangible terms higher wages are obligated for reducing firm employee turnover and recruitment costs. grooming and DevelopmentTraining and development (TD) is a very important tool of HRM (Vlachos 2008). Training refers to some activities which equip employees with needed skills to perform better in their current jobs (Li, et al. 2008). In the environment of todays business an employee is needed to cope with various pressures and are required to keep their skills and knowledge current to stay competitive. Tai (2006) asserts that more adaptability, ability , flexibility, motivation, maintenance of skills and efficiency are greatly nurtured by meet training and development of employees.There is an indirect relation betweentraining and firms performance (Vlachos 2008). In most of the manufacturing application, unintegrated on the job training programmes are prevailing. Bartel (1994) in her study found a positive and significant relation between training and labour productivity. Guidetti and Mazzanti (2007) found that high performance and training activities are positively associated. Also they have a direct impact on high performance practices, work force skill level groundbreaking labour demand features. It is also affected by labour flexibility in various directions. Apospori, et al. (2008) in their study of southern European countries have ascertained the impact of training on firms performance. Equipping of service level staff enables them towards service orientation.Training is the planned effort that facilitates the acquisition of job related knowledge, updation of skill sets, and impacts the behavior of an employee. In the implementation of HRM tools training is an important factor responsible for productivity. Higher productivity observed in firms are a direct outc ome of training programs.High-Involvement practices such as autonomy, team collaboration, and training are helpful in reducing employee turnover and enhance productivity. Un adept workers tend to change job more often.An increasing in high-performance work practices converts decreasing in turnover (Bradley, Petrescu Simmons, 2004).Training programs are particularly helpfulwhen an employer is experiencing a high degree of employee turnover more so during the times of economic uncertainity. Even during the times when the business is flourishing an organization should proactively earmark their investment for on the job training and other traing programs balancing the cost of training with the perceived benefits of productivity. On the other hand, a trained worker has got the required skills and knowledge and can be a candidate for job turnover. Therefore, job satisfaction is crucial factor to retain the employee from alter his jobs. Bradley, Petrescu and Simmons (2004) explain that c reating on-going learning as well as training in workplace has a highly significant effect on job satisfaction, in addition on their study indicates that training increases the probability of work being either completely or very satisfied that enhance employee motivation and commitment. Therefore it is argued that aqusition or knowledge or training has a positive impact on job satisfaction.Traditional and Recent HR Practices in cordial reception Indus pureeKeep and Mayhew (1999) in their study regarding the personnel problems in the touristry and hospitality manufacturing some of them areas follow low pay, no fixed hours and shift. poor career growth ,seasonal employment snug recruitment methods neediness of hefty HR practice high attritation rate and retaining employees.Riley et al. (2000) to recognise the reality of traditional and poor HR practices, he said that determining factor for HR policies and practices in touristry and hospitality fabrication is the key economics. Riley et al. says that it carries a very important meaning in tourism and hospitality exertion, as in this service sector there is all thing which is intangible.According to (ILO, 2001 6).Employers and the organizational representatives consider employee turnover in the industry as not the major issue according to them it is the part of running(a) they have not realized that what are its causes and moderatenesss, retaining staff is costlier than hiring new for them. When the organizations will realize that poor HR practices like low pay benefits, insufficiency career opportunities, work life im equalizer are the main reason employee turnover. That day the organizations will be successful in real terms.The softness of the businesses and the industry to recognize the most glaring issues can be attributed to the antagonism and opposition from employers associations in the industry such as British Hospitality Association (BHA), to governmental initiative such as the minimum wage and working time directive. BHA is still apprehensive of these initiatives despite support from other quarters who favour these initiatives (Lucas, 2004).It is to a great extend clear from the to a higher place researches which supports the fact that tourism and hospitality industry is a poor employing sector. Kelliher and Perrett (2001), Kelliher and Johnson (1997) have all the way said that the dominant paradigm has tended to stress thenegative aspects of working in the hospitality sector.It is not surprising to see a long history that supports the fact that hospitality remains a poorly employing sector. Kelliher and Perrett (2001), did an depth psychology of a designer eating house. These type of ventures were supposed to be implementing sophisticated HRM approaches as they aimed at building competitive advantage. Although the eating place had adopted a more modern and sophisticated approach towards, training and development and focused on an mod strategy there was little r eal evidence that humanresources were seen as a source of competitive advantage (p. 434). Instead, the HRM approaches adopted by the restaurant were much more reflective of immediate environmental constraints, such as the difficulties in recruiting and retaining staff.In short, any number of reasons for poor HR practices in the tourism and hospitality industry. Economic determinism, the predominance of SMEs, a low-skills base, employer antipathy to a more progressive approach to HRM, labour market characteristics, organizations ensuring best fit HRM practices to support a high volume, low-cost strategy all are plausible reasons for a view of HRM which is not necessarily premised on high-skills, high-wages and a high-quality route to competitive advantage. That said, it would be equally wrong to paint a wholly pessimistic picture.Hoque(2000). On his work of hefty practice in the hotel sector, says that the hotels have started taking the issues heartrendingly and have come up with g ood HR practices for the employee commitment. He further says that argues that arguments which give a picture of the industry as backward and unstrategic isnow outdated, hotels have started taking it severely as there main aim is customer satisfaction which is possible only through strong employee commitment. In fact, he says that the management has become very serious regarding the polices and practices of HR .The hotels have started experimenting with innovation approaches, quality enhancement of HRM polices and practices. The hotels industry has started pay well, have revised appraisal system, proper training programs for employees skills development, schemes for proper sleep between work and life, special advantages to women, job rotation, employee empowerment, performance based pay, teamwork etc. the implementation of all these polices and practices helps in gaining employee commitment and customer satisfaction.The focus of hospitality industry should be on delivering qualit y service, it should be able to attract and retain enthusiastic, competent staff and should consistently focus on high performance. This is exactly what Pechanga Resort and Casino did two eld ago with slight results. VP of HR and Talent Management, Tony Chartrand explainsSince implementing Halogen eAppraisal at our organization over two historic period ago we have been able to include all of our staff crosswise the resort and casino as part of our strategic approach to giving management. Subsequently, weve seen real business results with lower turnover and better alignment. Every oneness employee has a clear picture of what is expected of them, which helps to ensure were delivering customers with the best service in the industry.Organizational commitment refers to a force that binds an individual to a course of action that is of relevance to a particular target. Commitment could manifest in terms of tether ways i.e., affective, normative and duration and each type of commitme nt ties the individual to the organization in different ways and will differently affect the manner in which the employee conducts him/herself in the workplace. The roots of affective commitment can be traced to exchange principle. An organization provides rewards or punishment at its disposal iHR Practices to Enhance Employee CommitmentHR Practices to Enhance Employee CommitmentIntroductionHuman Resource Management is a consistent and productive approach towards the management of employees who are valued assets to the organization. And managing resourceful humans requires a constant balancing between meeting the human aspirations of the people and meeting the strategic and financial needs of the business. Hence linking the HRM more explicitly to the strategic goals to improve the business and cheer innovation and flexibility, thus serves the overall purpose.Through best possible use and application of HR policies in the organization, commitment can be encouraged thus leading to be tter performance, improve staff attitude and lower labour turnover, this is the ideal aim of the human resource practices which has been argued to neglect the fact that HR specialists and line managers have a major impact on how these HR policies are implemented at the hotels and whether all the HR practices are universally applicable.Human resource management is the techniques businesses incorporate to maintain an effective workforce to meet operational requirements. It is the organizational function that deals with issues related to people such as compensation, hiring, administration, organization development, employee motivation, wellness, benefits, safety, communication, performance management, and training. Human resource practices implemented in an organisation are used for recruitment, selection training and development, reward management, performance appraisal etc. Human Resource Management strategically manages people and work place environment and culture. Effective HRM p ractices enable employees to contribute effectively and productively towards the attainment of the organizations goals and objectives facilitates overall company mission.HRM practices are one of the channels of communication for an organization with its employees it consists of the actual programs, processes and techniques. It conveys as to what the organization desires as valuable and appropriate behaviors. The workers on reception of such a heart build up their own distinct perceptions and through a self-assessment (evaluation) process subsequently shape their attitude and behavior. For instance, if an organization implemented a training program for their workers, it will develop workers knowledge, skills and capability, and thus cultivate better employee commitment due to contented experience with the organization however, such correlation may at times be misleading or unpredictable i.e. even though some employees may think this training as efficacious and recognize the implem entation of organizational HRM practices, but on the contrary, other workers may see the program as non-effective and view it as a stretch forth that hamper their regular work timetable, hence this may work in an unintended way by bringing down their satisfaction with the organization and negatively effect their commitment. This is the very reason why employees individual view plays as a vital intermediary in the association between organizational HRM practices and the real disclosure of employees outlook and behaviors. Therefore, from this point of view, one can argue that HRM practices in its dominating effect alter an employees affective commitment, by first impinging upon their perception of organizational HRM practices and consequently further alter or transform their emotional commitment towards the organization. Thats why, by the means of implementation of high-commitment HRM practices, i.e. intensive training and development, high level of compensation, promotion from withi n, socialization, etc. win over the employees that the organizations purpose is in conformity with their insight, and it impinges upon them to reciprocate with advanced commitment and stronger respect to devote and put in for the organization.Therefore this research will try to establish a correlation between HR practices and their effects on employee commitment. The HR practices that will be examined in the research will be Selection and Recruitment Process, Training and Development programs, Performance management, Reward management and industrial labour relations.These are some of the main HR practices followed by the hotels aiming for the more committed team. But the researcher is interested in wise(p) whether these HR practices really result in more committed employees. And if these HR practices really result in committed employees then is it universally applicable in all countries of the world or all types of industries. These are some of the questions that have encouraged t he researcher in conducting this research.LITERATURE REVIEW philosophical system of Human Resource ManagementHuman Resource Management is switching its traditional stance from personnel, administration, and transactional roles, which are being increasingly outsourced. HRM is now guidance more and more towards adding quality and value to the strategic exploitation of employees and that employee development programs impact the business in tangible terms. This new approach towards renewal in HRM involves strategic direction and HRM metrics and measurements in tangible terms to gauge the effect of these practices. Some of the HRM practices studied in this project are selection, benefits, training, performance feedback, communication systems, standard operating procedures (SOPs) and employee participation. David E. Guest (1987) saysHRM is a means of achieving management objectives at least in enterprises which haverecognized, or have been compelled to recognize, the work of the huma n resource inachieving competitive edge becomes clear from an examination of four important goals ofeffective.The primary objective of HRM is amalgamation of companys mission and goal with the HR practices acomprehensive corporate strategy is essential to continuing business success in many cases,human resource planning is not an integral part of strategic planning, but rather flows fromitDavid E. Guest (1987). This holds especially true in todays context where the accomplishment of the process of adjusting to change warrants an escalating level of individual and group participation, for the circular-knit integration of human resources into the strategic plans.HRM also focuses to attain employee committment, this involves classification of the type of commitment required e.g. attitudinal, behavioural. Commitment of an employee can be at different levels it could be towards the organization, to his job, for individual career advancement and numerous such like things. Commitment in an employees context can be defined as approval of enterprise mission and goals, and could be reflected in behaviour adopted by him/her that furthers these goals. David further saysThe theoretical proposition is therefore that organizational commitment, have with job related behavioural commitment will result in high employeesatisfaction, high performance, longer tenure and willingness to acceptchange.The third goal of strategic HRM is to exercise flexibility and adaptability, which basically translates into the ability to manage change and innovation and to react swiftly to transforming market demands and changes. Thus arises a need for a HRM policy which is favorable to change at all levels of the organization, an arrangement which is practical not bureaucratic, functional and adaptable, with an absence of rigid job divisions and with capable of functional flexibility i.e. flexible skills and motivation to move from one assignment to another. Promoting these is possible only acco rding to David if employees at all levels display highorganizational commitment, high trust and high levels of intrinsic motivation.Attaining and maintaining total quality is the fourth goal of HRM. This highlights the importance of policies and practices to recruit, development and retention of skilled and flexible employees, and the formulation of established performance standards and performance procedures. This can be further subdivide into two broader goals i.e. building a integrated organizational culture and achieving and maintaining competitive advantage through the dynamic use of human resources.Guest (2002) has argued that the Impact of HRM on performance depends uponworkers response to HRM practices, so the impact will move in direction of theperception of HRM practices by the employee. Wood (1999) and Guest (2002) havestressed upon the need to build a competent, committed and highly involved work force is the one required for best implementation of business strategy. Hus elid (1995) discovered that the effectiveness of employees is directly related to the impact of HRM practices on behavior of the workforce. Patterson et al (1997) while arguing about the effect of human resource management practices on business performance have said that HR practices in selection and training influence performance by providing appropriate skills. HR practices have a potent impact on performance even if it just measured in terms of overall productivity.Huselid (1995) stressed that by adopting best practices in selection, inflow of bestquality of skill set will be inducted adding value to skills inventory of the organization. He also highlighted the role of personnel training as a accompaniment of selection practices through which the organizational culture and employee behavior can be integrated with the organization goals to produce positive results. Cooke (2000) has included competence and effectiveness as the vital ingredients of performance unconnected from comp etitiveness and productivity. She further amplifies training as the tool to grow knowledge and skills and as way of improving individuals performance (efficiency and effectiveness). Singh (2004), whose interpretations are more pertinent in our cultural context, says that compensation is a behavior aligningmechanism of employees with business strategy of the firm. Career planning is a tool that aligns strategy with future HR needs and encouragesemployee to strive for his personal development (William et al, 1996). By promote employee involvement, the firm will profit from increase in efficiency of theemployee due to improved commitment of the employee. Financial participation schemes are more skillful for the organizations than the associated cost (Summers Hyman, 2005). Use of best HR practices shows a stronger association with firmsproductivity in high growth industry (Datta et al, 2003).Wright et al (2003) have said that an employee will exert discretionary effort if properperfo rmance management system is in place and is supported by compensation systemlinked with the performance management system. Similarly, Job definition is combination of jobdescription and job specification. It clearly outlines duties, responsibilities, workingconditions and expected skills of an individual performing that job (Qureshi M Tahir, 2006).Ichniowski (1995) while poring over productivity of steel workers have argued that harmonizing HR practice System positively effects employees performance.Sels,2006 Collins (2005) in a study of similar character targeting small business have also argued that efficient HR practices affect employee productivity to a great extent.Meyer and Allen (1997) indicated that HRM practices have been considered to be valuable and effective tools for elevating organizational commitment, especially affective commitment. However, there are some other perspectives also on this subject De Coninsk and Stilwell (1996) argued that what directly influences em ployees affective commitment is not the actual practices itself, but the employee perceptions of fairness of practices that affects organizational commitment. Ogilvie (1986) found that, even with personal and work characteristics controlled, employees perceptions of two characteristics of HRM practices, namely, the accuracy of the merit rating system and the fairness of promotions, contributed to the prediction of commitment. Gaertner and Nollen (1989) also found that employees commitment was related to the perceived HRM practices, including sexual promotion, training opportunities, and employment security. Ostroff and Bowen (2000) made use of meso theory to explain that the implementation of HRM practices helped to amplify workers identification with their organization through employees psychological contracts.Therefore, just as what the above mentioned scholars stated, the HRM practices itself cannot have impact on employees commitment, it is after the implementation of the HRM p ractices that triggered employees own perceptions and then assess whether the practice is considered fair or favorable to them and consequently influence their attitudes and behaviors. Therefore, if the HRM practices that an organization implements permit the employees to acknowledge it as highly committed, consequently, this will lead to reinforced trust and concurrently generate higher emotional attachment with his/her serviced organization.Despite several experiential studies that have established a relationship between HRM practices and organizational commitment, however, such a connection seems to be a little too straightforward (Paul Anantharaman, 2004 Ulrich, 1997 Wimalasiri, 1995). Ostroff and Bowen (2000) projected that it was the psychological chemical bond of an individual that unified how an organizational HRM practice influenced employees mind-set and behavior. This also entails that HRM practices may conjointly manipulate employees organizational commitment obliquely , and must go through by means of individuals psychological alteration system.Guzzo and Noonan (1994) said thatan organizations HRM practices influenced employee commitment since they are communications from the employer to the employee. How employees interpreted and made sense of their organizational HRM practices affected their psychological contract with their employer and, ultimately, their commitment to that employer.Zucker (1983) also suppose that the organization members attitudes and behaviors are congenital and are governed by organizations official communication of general understandings. Term common understandings denoting what were considered the appropriate, essential and meaningful behaviors within an organization.Basically, the official organization communication of common understandings will direct its members to alter their own personal attitudes and behaviors so that they can match organizational expectations and requirements.HR PRACTICESHRM propose that there is a universal one best way to administer people. By assuming a best practice method it is argued that organizations will attain improved commitment from people leading to better organizational performance, top levels of service quality and eventually boost in efficiency and profitability, Usually couched in terms of bundles, the HRM practices that are offered in support of a high commitmentand performance simulate are generally fairly consistent. A range of HR practices which are suggested as being important to organizational strategies aimed at securing high-quality service are-Recruitment and SelectionOne of the main and most basic HRM practice is of Recruiting and selecting staff with the correct attitudinal and behavioural characteristics. The process of choosing a candidate from a group of applicants who best meets the selection criteria for a particular position is called Selection. In this process the right person chosen for the requisite qualifications and knowledge is plac ed in the appropriate job position to decrease the cost, and maximise the net income by means of their merit and talent (Vlachos 2008). A variety of considerations in the selection process should be employed to assess the work values, interpersonal skills, personality and problem-solving capabilities of likely employees to evaluate their service orientation. To maintain the high degree of competitive advantage an organisation requires capable and skillful personnel (Liao Chu 2006). Huselid (1995) has established that organisational productivity and high degree of performance is dependant upon the selection of the appropriate person, which is also a way to reduce employee turnover. Michie and Sheehan-Quinn (2001) recognized a positive link between hiring employees, and the creation of the appropriate culture for organisational growth. Cho, et al. (2006) established a positive and considerable connection between HRM practices and staffing (recruitment source, pre selection test, IQ test, structured interview, and biographical information blank of the organisation) for enhancing financial performance. Therefore, it made compulsory for the organisations to attract qualified candidates and recruit them for survival and growth.Performance AppraisalPerformance appraisal has attracted a immense degree of interest. Levin (1986) identified uses of performance appraisal, like potence analysis which assesses the feedback and suggestion of employee past performance, employees training needs, financial expectations salary, employee merit appraisal, employee career development etc. Thang (2004) in his study has shown as to effect of suitable HRM related decision on how well employees are performing their jobs.Performance appraisal is a constant procedure rather than a in one case a year fatigue. It is the official arrangement of periodical evaluation and assessment of an individuals or teams job performance and providing feedback. Stone (2002) said that in the competitiv e environment, organisations need to keep improving performance to survive. In addition, in the fast changing surroundings, tighter finances, downsizing and demands for enhanced employee accountability result in more emphasis on performance appraisal in relation to organisational objectives. Performance related rewards target those who meet the performance requirements (Stone 2002, Cho, et al. 2006, Chand Katou 2007). Performance appraisal provides information that is dealt with employee salary, training needs, compensation, promotion as well as employee development, exile and employee feedback by (Huber 1983). Appraisal systems have also moved away from stuffy top down approaches to appraisal in more modern and pertinent terms such as customer evaluation, team-based performance, the appraisal of managers by subordinates and friend review. Generally, all of these performance appraisal methods should focus on the quality objectives of the organization and the behaviors of employe es required for maintaining these.Performance appraisal has both administrative and individual development focus and organizations sincerity towards performance appraisal goes a long way in developing commitment and trust among people.Overall attitude towards HRM department is a significant predictor of organizational commitment. This aspect of HRM practice refers to how people see their HRM department, with respect, with disdain, with indifference and so on. It refers to the fact that the acceptance of various HRM practices depend more often than not on the overall image of the HR department.Hospitality industry needs to rely on the commitment of a well-trained, multi-skilled workforce in order to achieve a competitive position, especially in terms of providing high quality customer service. This suggests that hotels need to adopt HRM organisational practices that enhance the motivation of employees and improve organisational effectiveness.Reward ManagementHuselid (1995) asserts t hat the compensation system is recognised as employee merit and it is widely linked with firm outcomes. Compensation by its definition means all monetary payments and all commodities used instead of financial to recompense employees. The reward system was organised to attract and motivate so as to keep employees. More so, employee influence was tailored on controlled authority and decision making. The expectancy theory (Vroom 1964) suggests that rewards, that can be comprehended as a form of direct and indirect recompense packages, have the ability to manipulate employee work enthusiasm. Thang (2004) suggests that compensation and reward can be powerful tools for getting efforts from the employees to fulfill the organisational goals. On the same lines, Wan (2008) argued that compensation should be measured depending on employees performance not on the basis of position or seniority in the organization.Pay practice is one of the tools of human resources management practices which ma nages wage, salary, pay and benefits etc. for the employees.Reward management has got an important role in HRM. A high level of pay and remuneration in comparision to that of rivals ensures the attraction and retention of high-quality employee, however this may impact negativly on the companys overall labor expenditures. Also by connecting pay with performance, the company can educe desired standards of performace as well as specific task orientation from employee (Noe et al., 2006). Generally, pay practice is very significant for the organizations and firms which can attract employees to apply for the job as recruitment.Attractive pay practices play a major role in attracting talent and are very helpful during the recruitment process. Similarly for the employees this means that they are required to show a continuously high level of commitment and performance in order to keep their jobs.Pay packages also have a degree of connection with the job satisfaction of an employee. Ting (199 7) asserts that the deduction of pay is a strong determinant of job satisfaction. He further explains two different type of effect of pay practices on job satisfaction first is the satisfaction with pay itself and second is the satisfaction with financial prospects in the future. There is a venerable interest of these two things which are correlated with job satisfaction. Thus, it is pertinent to understand the relationship between job satisfaction and pay practices which eventually materializes in terms of higher productivity. dexterity wage theories also suggest that paying higher wages can often result in increased efficiency. There are three main channelsthat are addressed in these theories that improve productivity, as set forth by Katz, 1987. Firstly it means that the harder the employees of an organization work higher will be the punishment for someone who is caught shirking and higher will be the probability of losing job of the employee getting caught. Thus higher wages means an increased effort on part of the employee due to the enhanced probability of losing job in a high performance environment. In other words, wage and pay practice are directly responsible for employees productivity and turnover. Secondly, a higher wage translates directly into workers loyalty towards organization thus improving employees efforts. Also it is a pertinent deduction that higher wage structure plays considerable amount of restraint on the employees to turnover their jobs. Thirdly, in more tangible terms higher wages are responsible for reducing firm employee turnover and recruitment costs.Training and DevelopmentTraining and development (TD) is a very important tool of HRM (Vlachos 2008). Training refers to some activities which equip employees with needed skills to perform better in their current jobs (Li, et al. 2008). In the environment of todays business an employee is needed to cope with various pressures and are required to keep their skills and knowledge cur rent to stay competitive. Tai (2006) asserts that more adaptability, ability , flexibility, motivation, maintenance of skills and efficiency are greatly enhanced by proper training and development of employees.There is an indirect relation betweentraining and firms performance (Vlachos 2008). In most of the manufacturing industry, unstructured on the job training programmes are prevailing. Bartel (1994) in her study found a positive and significant relation between training and labour productivity. Guidetti and Mazzanti (2007) found that high performance and training activities are positively associated. Also they have a direct impact on high performance practices, work force skill level innovative labour demand features. It is also affected by labour flexibility in various directions. Apospori, et al. (2008) in their study of southern European countries have discovered the impact of training on firms performance. Equipping of service level staff enables them towards service orienta tion.Training is the planned effort that facilitates the acquisition of job related knowledge, updation of skill sets, and impacts the behavior of an employee. In the implementation of HRM tools training is an important factor responsible for productivity. Higher productivity observed in firms are a direct outcome of training programs.High-Involvement practices such as autonomy, team collaboration, and training are helpful in reducing employee turnover and enhance productivity. Untrained workers tend to change job more often.An increasing in high-performance work practices converts decreasing in turnover (Bradley, Petrescu Simmons, 2004).Training programs are particularly helpfulwhen an employer is experiencing a high degree of employee turnover more so during the times of economic uncertainity. Even during the times when the business is flourishing an organization should proactively earmark their investment for on the job training and other traing programs balancing the cost of tr aining with the perceived benefits of productivity. On the other hand, a trained worker has got the required skills and knowledge and can be a candidate for job turnover. Therefore, job satisfaction is crucial factor to retain the employee from change over his jobs. Bradley, Petrescu and Simmons (2004) explain that creating on-going learning as well as training in workplace has a highly significant effect on job satisfaction, in addition on their study indicates that training increases the probability of work being either completely or very satisfied that enhance employee motivation and commitment. Therefore it is argued that aqusition or knowledge or training has a positive impact on job satisfaction.Traditional and Recent HR Practices in Hospitality IndustryKeep and Mayhew (1999) in their study regarding the personnel problems in the tourism and hospitality industry some of them areas follow low pay, no fixed hours and shift. poor career growth ,seasonal employment familiar recr uitment methods lack of good HR practice high attritation rate and retaining employees.Riley et al. (2000) to recognise the reality of traditional and poor HR practices, he said that determining factor for HR policies and practices in tourism and hospitality industry is the key economics. Riley et al. says that it carries a very important meaning in tourism and hospitality industry, as in this service sector there is both thing which is intangible.According to (ILO, 2001 6).Employers and the organizational representatives consider employee turnover in the industry as not the major issue according to them it is the part of working they have not realized that what are its causes and reasons, retaining staff is costlier than hiring new for them. When the organizations will realize that poor HR practices like low pay benefits, lack career opportunities, work life imbalance are the main reason employee turnover. That day the organizations will be successful in real terms.The unfitness of the businesses and the industry to recognize the most glaring issues can be attributed to the dislike and opposition from employers associations in the industry such as British Hospitality Association (BHA), to governmental initiative such as the minimum wage and working time directive. BHA is still apprehensive of these initiatives despite support from other quarters who favour these initiatives (Lucas, 2004).It is to a great extend clear from the above researches which supports the fact that tourism and hospitality industry is a poor employing sector. Kelliher and Perrett (2001), Kelliher and Johnson (1997) have clearly said that the dominant paradigm has tended to stress thenegative aspects of working in the hospitality sector.It is not surprising to see a long history that supports the fact that hospitality remains a poorly employing sector. Kelliher and Perrett (2001), did an analysis of a designer restaurant. These type of ventures were supposed to be implementing sophisti cated HRM approaches as they aimed at building competitive advantage. Although the restaurant had adopted a more modern and sophisticated approach towards, training and development and focused on an innovative strategy there was little real evidence that humanresources were seen as a source of competitive advantage (p. 434). Instead, the HRM approaches adopted by the restaurant were much more reflective of immediate environmental constraints, such as the difficulties in recruiting and retaining staff.In short, any number of reasons for poor HR practices in the tourism and hospitality industry. Economic determinism, the predominance of SMEs, a low-skills base, employer antipathy to a more progressive approach to HRM, labour market characteristics, organizations ensuring best fit HRM practices to support a high volume, low-cost strategy all are plausible reasons for a view of HRM which is not necessarily premised on high-skills, high-wages and a high-quality route to competitive advan tage. That said, it would be equally wrong to paint a wholly pessimistic picture.Hoque(2000). On his work of good practice in the hotel sector, says that the hotels have started taking the issues seriously and have come up with good HR practices for the employee commitment. He further says that argues that arguments which give a picture of the industry as backward and unstrategic isnow outdated, hotels have started taking it seriously as there main aim is customer satisfaction which is possible only through strong employee commitment. In fact, he says that the management has become very serious regarding the polices and practices of HR .The hotels have started experimenting with innovation approaches, quality enhancement of HRM polices and practices. The hotels industry has started paying well, have revised appraisal system, proper training programs for employees skills development, schemes for proper balance between work and life, special advantages to women, job rotation, employee empowerment, performance based pay, teamwork etc. the implementation of all these polices and practices helps in gaining employee commitment and customer satisfaction.The focus of hospitality industry should be on delivering quality service, it should be able to attract and retain enthusiastic, competent staff and should consistently focus on high performance. This is exactly what Pechanga Resort and Casino did two years ago with brilliant results. VP of HR and Talent Management, Tony Chartrand explainsSince implementing Halogen eAppraisal at our organization over two years ago we have been able to include all of our staff across the resort and casino as part of our strategic approach to talent management. Subsequently, weve seen real business results with lower turnover and better alignment. Every superstar employee has a clear picture of what is expected of them, which helps to ensure were delivering customers with the best service in the industry.Organizational commitment refe rs to a force that binds an individual to a course of action that is of relevance to a particular target. Commitment could manifest in terms of three ways i.e., affective, normative and protraction and each type of commitment ties the individual to the organization in different ways and will differently affect the manner in which the employee conducts him/herself in the workplace. The roots of affective commitment can be traced to exchange principle. An organization provides rewards or punishment at its disposal i