Human resource management´s practices and organizational changethe role of high-performance human resource management practices in enhancing employees´ readiness for change. Evidence from Jordanian banking sector

  1. Alqudah, Ikrema H. A.
Dirixida por:
  1. Emilio Ruzo Sanmartín Director
  2. Adolfo Carballo Penela Director

Universidade de defensa: Universidade de Santiago de Compostela

Fecha de defensa: 15 de febreiro de 2022

Tribunal:
  1. Jon Landeta Rodríguez Presidente/a
  2. Romina García Chas Secretaria
  3. Carlos A. Ferro Soto Vogal

Tipo: Tese

Resumo

Using a sample of bank employees in Jordan, this study seeks to analyse how high performance human resource management practices and organizational commitment impact employees readiness for change. We also seek to study the role of readiness for change in improving employee performance. The results demonstrate a positive association between some high performance Human resource management practices and both affective commitment and readiness for change. Results also show a positive relationship between affective commitment and readiness for change. We have also found that readiness for change positively influences employees individual performance. Hierarchy culture moderates the relation of high performance HRM practices with affective commitment.