The Impact of Perceived Human Resource Development Practices on Organisational Commitment: An Empirical Study on International Hotels in Egypt

Document Type

Article

Publication Date

10-9-2017

Abstract

Competing in today’s dynamic global environment; characterised by high employee turnover rate, makes investing in the development of our human resources indispensable. This research aims to examine the impact of perceived human resource development practices; specifically training and development, coaching and counselling, and career development on employees' normative, affective and continuance commitment. A convenience non�probability sample of six international hotels in Greater Cairo is studied; where 280 self�administered questionnaires are distributed to employees to assess the relationship between the three HRD practices and the three organisational commitment dimensions. Correlation and regression analyses were used to test the study hypotheses. The results revealed that all HRD practices significantly and positively correlate with the overall organisational commitment and its three dimensions. Furthermore, both of “training and development” and “coaching and counselling” appear to be the most significant predictors of organisational commitment and its dimensions. However, “career development” couldn’t predict any of the dependent variables. The study indicates that HRD practices play a vital role in enhancing organisational commitment and suggests that HRD scholars and practitioners should further invest in our human capital through more rigorous research and application of HRD practices.

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