"INFLUENCE OF HRM PRACTICES ON THE ORGANISATIONAL COMMITMENT OF EMPLOYEES" Case of a large semi-public company

SCIENCES OF MANAGEMENT

Good organisational management relies above all on the optimal management of human resources that give the company a competitive advantage. The dilemma for every manager is to know how to handle these resources, and to apply the aspects that promote their commitment. These can be derived from many factors. The aim of this research is to study the influence of human resource management practices on the organisational commitment of employees. In this context, the idea was to focus on the four practices considered as mobilising: training, evaluation, remuneration and communication. To do this, the methodology adopted required fieldwork to conduct a survey of 154 employees of a large semi-public Malagasy company. The results showed that this concept of organisational commitment is subdivided into four distinct dimensions: affective commitment, normative commitment, commitment to continuity through sacrifice and commitment to continuity through lack of alternatives. Furthermore, the results of the statistical analyses showed many interesting associations between the different variables, and the application of the concept of organisational commitment in Madagascar does not seem to deviate from the functioning outside. While econometric modelling has extracted the influences that these explanatory variables exert at several levels of the dependent variable, what is certain from these analyses is that the affective commitment of employees is affected in each case. Overall, the HRM practices adopted are determinants of the organisational commitment of its employees, and more specifically of affective commitment.

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