HRM Practices and Organizational Commitment: HowJob CraftingMediates the Relationship

Dr. Haider Ali Shams; Ghulam Murtaza Khan; Azzah Khadim Hussain; Dr. Qasim Mansoor Jalali; Anny Kamal Laghari

Authors

Dr. Haider Ali Shams Assistant Professor, Department of Computer Science, National University of Sciences and Technology, Quetta, Pakistan Author
Ghulam Murtaza Khan Lecturer in Computer Science, Shaheed Benazir Bhutto University, Sheringal, Dir Upper, KP, Pakistan Author
Azzah Khadim Hussain MBA Executive (HR), Virtual University, Lahore. Pakistan Author
Dr. Qasim Mansoor Jalali Department of Management Sciences, Islamia College Peshawar, Pakistan Author
Anny Kamal Laghari MBA HRM Liaoning University of Sciences and Technology, Anshan, China Author

Abstract

This study explores the influence of human resource management practices onorganizational commitment (OC) of university employees with a special focus onjobcrafting as a mediator. Following the Conservation of Resources (COR) theory, thestudy concentrates on the role of resources as central to installing OC and enablingJC. The study proposes HRM practices including training, performance management, and participative decision-making as main drivers of job-crafting activity by providingthe tools and environment needed. Based on empirical evidence, the researchillustrates that job crafting mediates the link between HRMpractices andOC, providing insights into the role of HRM in commitment. Results fill a knowledgegapin recognizing HRM strategies for retaining knowledge workers in universities, highlighting the importance of resource-based and empowerment-driven HRM strategies to facilitate faculty retention and organizational performance. This research offers theoretical and practical knowledge on designing HRMstrategies promoting employee commitment through job crafting.

Keywords: Commitment, Human Resource Management Practices, Job Crafting, SEM, Public University