The Role of High-Performance HRM Practices and Commitments in Employees’ Readiness for Change. Vol 12, Issue 2

Abstract

This study examines the influence of four possible antecedents related to employees’ readiness for change (RFC): normative commitment, affective commitment, continuance commitment, and high-performance human resource management practices (HPHRMPs). While the current literature examines the relationship between HPHRMPs and employee RFC, a comprehensive analysis of the impact of various organizational commitments and their relationship with HPHRMPs in influencing employee RFC is still lacking. A structured questionnaire is used to collect data from a sample of 183 Pakistani bank employees using non-probability sampling methods. Hypotheses are tested using the bootstrapping approach in Smart PLS 3. The results indicate a significant connection between HPHRMPs and all three organizational commitments. Moreover, only normative commitment has a significant relationship with RFC. These research findings are valuable for companies seeking to leverage HPHRMPs to enhance employee outcomes and foster organizational change. The results will help organizations understand the importance of HPHRMPs and their implications for encouraging employees to embrace change for better outcomes.