Effects of Strategic Performance Appraisal, Career Planning and Employee Participation on Organizational Commitment: An Empirical Study

Danlami Sani Abdulkadir, Sulu Babaita Isiaka, Salami Isaac Adedoyin

Abstract


Despite the recent research efforts into the antecedents of organizational commitment most especially in the developed economies, little empirical work has been conducted examining the effect of some human resource management practices such as performance appraisal system, career planning system and employee participation on organizational commitment. In this article, we examined the effect of these human resource management practices in explaining employee job commitment in the Nigerian banking sector. Based on a survey of 14 banks in Nigeria, the study applies regression analysis, correlation analysis and G-test in testing the hypotheses. Results indicate that performance appraisal system, career planning system and employee participation significantly influence employee job commitment and that the level of organizational commitment of employees in the Nigerian banking sector is low. The study therefore, recommends that for employees to be genuinely committed to their jobs, organizations should make conscious efforts at strategically managing performance appraisal, career planning and employee participation with a view to ensuring effective implementation and achieving desired results.

Full Text: PDF DOI: 10.5539/ibr.v5n4p124

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This work is licensed under a Creative Commons Attribution 3.0 License.

International Business Research  ISSN 1913-9004 (Print), ISSN 1913-9012 (Online)

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