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rstanding; now it is better to redesign human understanding to fit the organization's purpose.Although soft HRM 'would be more likely to espouse a parallel concern for workers' outcomes', but it is still 'having business performance as its primary concern' (Guest, 1999:5).Consequently, it requires the corporate to have a distribution and arrangement toward the staff.

It is now widely accepted that employee commitment has a multi-dimensional nature (Allen and Meyer, 1990). This multi-dimensional nature has been related most clearly in the three-component theory of organizational commitment, which are affective commitment, continuance commitment and normative commitment ( Allen and Meyer 1990; Meyer and Allen 1991,1997). Affective commitment has been described as the employees' emotional attachment to, identification with and involvement in the organization. As Meyer and Allen (1991) pointed that anything that increase the quality of one's work experiences, especially one's sense of autonomy and personal competence, will enhance affective commitment. Continuance commitment comes from an employee's assessment of the respective costs and benefits of remaining with or leaving the organization. This form of commitment should increase over time as people accumulate personal investments in a certain organization. And normative commitment is the third component which is obligation-based commitment. In brief, employees with strong affective commitment remain because they want to, those with strong continuance commitment because they need to, and those with strong normative commitment because they feel they ought to do so (Allen and Meyer, 1990).

Other studies have found employee commitment to be associated with attendance at work, in -role performance, and organizational citizenship behaviour ( Edwards & Wright, 2001). And the consequences of commitment refer to the outcomes, including turnover (Somers, 1993), absenteeism (Gellatly, 1995), organizational citizenship behavior (Smith, Organ, & Near, 1983) and job performance (Meyer, Paunonen, Gellatly, Goffin, & Jackson, 1989).

3.工作团队— Autonomous work team

Commitment is criticized as simply a reassertion of management control under a convenient new label in the aspect of autonomous work teams. In an autonomous work team, empowerment is a form of employee involvement, designed by management and intended to generate commitment and enhance employee contributions to the organization (Legge 1995). Direct control is replaced by responsible autonomy which is another expression of management control. As Friedman (1997:101) pointed:' Responsible autonomy does not remove alienation and exploitation, it simply softens their operation or draws workers' attention away from them. Its ideal is to have workers behave as though they were participating in a process which reflected their own needs, abilities and wills, rather than a proc本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。