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zenship behaviour (e.g. Van Dyne and Ang, 1998),. The strategic importance of developing employee commitment is not new(Walton, 1985). Compared with forcing employee compliance with organizational goals and restricting employee discretion through narrowly-defined jobs, work simplification, close supervision, standardization of processes/outcomes, and extensive rules and procedures, the high-commitment approach to HRM attempts to create the conditions necessary to facilitate voluntary employee involovement and identification with organizational goals (Gellatly, 2009:869)

HPWPs include such practices as 'rigorous recruitment and selection procedures, performance-contingent incentive compensation systems, management development and training activities linked to the needs of the business, and significant commitment to employee involvement' (Becker and Huselid 1998, p. 55). And it is suggested that HPWPs do in fact positively affect employee attitudes as well as organizational performance (Becker and Huselid 1998). 'Bundles' or 'sets' of HPWPs as well as individual HR practices have been investigated for their effects on employee commitment (Arthur 1994;MacDuffie and Kochan 1995). There is growing evidence for the link between HPWPs bundles and commitment (Guest and Conway 1997;.Gould-Williams 1998); what's more, Tsui discovered that employees developed greater affective commitment to employers who provided high levels of training and employment security. But if HPWPs also positively affect employee commitment? A key advantage of HPWPs is that 'the employee working under such an HRM system will positively and affectively commit themselves to the aims and values of their employer'(Hope 1994)The HPWPs are assumed to develop psychological links between organizational and employee goals, which results in 'committed employees who can be trusted to use their discretion to carry out job tasks in ways that are consistent with organizational goals''(Arthur 1994, p. 672)

6. 精神契约—Psychological contract

Psychological contract, defined by Rousseau (1995) and Guest (1998) as an employee's subjective belief about the reciprocal exchange between management and employee may provide employees the environment to commit themselves to the organization. Anderson and Schalk (1998) posited that psychological contract is able to reduce employee insecurity because not all aspects of the employment contract can be addressed in written form; however the implicit, unwritten contract creates an atmosphere of trust and fairness between employees and employers, increasing employee attachment to the organization and employee outcomes. Some scholars also suggested that psychological contract can be linked with employee commitment and job performance (Raja, Johns, & Ntalianis, 2004).

7.总结—Conclusion

This essay has explored employee commitment from the perspective of manipulative control. I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。