International Journal of Management (IJM)

Volume 12, Issue 1, January 2021, pp.767-776, Article ID: IJM_12_01_067

Available online at http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=12&IType=1
ISSN Print: 0976-6502 and ISSN Online: 0976-6510
DOI: 10.34218/IJM.12.1.2021.067

© IAEME Publication Scopus Indexed

HUMAN RESOURCE MANAGEMENT

PRACTICES AND EMPLOYEE COMMITMENT
IN BANKING INDUSTRY
Dilip Parajuli
Ph.D., Associate Professor, Bhaktapur Multiple Campus, Tribhuvan University, Nepal

Prakash Shrestha*
Ph.D., Lecturer, Nepal Commerce Campus, Tribhuvan University, Nepal

*Corresponding Author

ABSTRACT
This paper focuses on the evaluation of the relationship between human resource
management (HRM) practices and the commitment of employees. A descriptive research
design is adopted. A questionnaire survey is conducted in the banking industry of Nepal.
The results indicate that the general status of each HRM domain is more than average
but not considered too high. This study found an interesting fact in such a situation that
employee commitment levels tend to be good or even better despite normal HRM
practices. All aspects of HRM practices, such as compensation/pay, training and
development, job description, employee participation and performance appraisal, show
a clear positive association with all aspects of employee commitment, including
affective commitment, continuance commitment and normative commitment, which
means that if companies have competitive compensation policies, a well-written job
description and participatory management strategy as well as an efficient performance
appraisal method, the level of employee commitment would be high. Similarly, if the
companies invest in training and development activities, employees are strongly
committed to organizations. Therefore, it is highly important to formulate and apply
effective HRM practices that spread positive vibes to all types of employees in an
organization to achieve company objectives.
Key words: HRM practices, Commitment, Employee, Banking industry, Status.
Cite this Article: Dilip Parajuli and Prakash Shrestha, Human Resource Management
Practices and Employee Commitment in Banking Industry, International Journal of
Management (IJM), 12(1), 2021, pp. 767-776.
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 Human Resource Management Practices and Employee Commitment in Banking Industry

1. INTRODUCTION
Employees are now generally recognized as creating a valuable source of competitive
advantage for businesses (Barney, 1991, Pfeffer, 1994). As a consequence, an organization
must follow human resource management (HRM) practices that make the best use of its
employees. The trend has led to increased interest in the effect of HRM on employee
commitment, and a positive association between so-called high-performance work practices has
been found in several studies (Huselid, 1995). Besides, the assumption that businesses that
match their HRM practices with their market strategy can produce superior results is
empirically confirmed (Becker & Gerhart, 1996; Becker & Huselid, 1998; Dyer & Reeves,
1995; and Guest, 1997).
HRM covers all management decisions and activities that directly influence the people who
work for the company or human resources. In every organization, its success is highly
dependent on its human capital. All managers must be concerned with any degree activities that
could be, personnel retention, training, and development adjustment, management of change,
etc. when it comes to handling people (Cascio, 2002). Several studies have stated that
organizational, employee performance and commitment are positively related to HRM practices
(e.g. Guest, 2002; Harley, 2002; Gould-Williams, 2003; Park et al., 2003; Wright, Garden, &
Moynihan, 2003; Tessema & Soeters, 2006; Shahnawaz & Juyal, 2006). These studies have
been oriented and guided towards developing countries. The business modern world only
succeeds and continues through competitive advantages. The liberal economic policy of the
world provided great scope for business expansion only through competitive strength. To get
benefits from a growing market, it is important to put the right people in the right position.
Innovative HRM practices are expected to be adopted to attract, maintain, and add shareholder
value. This study will address major research issues in this respect. The research aims to test
the relationship between HRM practices and employee commitment.

2. STATEMENT OF THE PROBLEM

Linking HRM practices with employee commitment is considered a prime issue in managing
people effectively. Gautam et al. (2005) found that Nepal has a high affective commitment
rather than other commitments due to the national culture. Normative commitment is moderate
and continuance commitment is low. Pradhan (2010) found that similarities were found among
public and private Nepalese enterprises on organizational climate. Few such climate factors as
security, participation, warmth, and support explained job satisfaction in the Nepalese context.
It is found the poor state of employee's participation in the Nepalese organization.
Adhikari (2000) characterized Nepalese human resource management as handicapped by
the prevailing management norms and culture. Adhikari and Muller (2001) have found that
there are opportunities and challenges for a transfer of western type HRM prescriptions to
developing countries. Nepalese managers and policymakers are generally not convinced about
the benefits of investment in human resources. In particular, it is yet to be recognized that people
should be treated as valuable assets. Nepalese researchers and academicians have not
considered this field as the field of research. Very few researches are conducted in the field of
HRM management practices (Shrestha & Parajuli, 2020a) and employee commitment
(Shrestha, 2016, 2019a, 2019b; Shrestha & Parajuli, 2020b) separately. The field of showing
the relationship between HRM practices and employee commitment in banking sectors is also
an untouched research area in Nepal. Therefore, this research attempts to make a study
examining the relationship between HRM practices and employee commitment in the Nepalese
context.

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 Dilip Parajuli and Prakash Shrestha

3. RATIONALE OF THE STUDY

In Nepalese organizations, HRM practices are experiencing a continuous change, shifting from
former personnel concepts to new HRM policies and strategies. This pattern stems from a series
of changes in culture, technology, and politics that have occurred over the last two decades in
Nepal. The HR manager must deal with the influences of these changes and at the same time
allow the business to retain its human capital value and even enrich it (Cooke, 2000).
Maintaining its human resources not only means that the business has achieved an acceptable
level of productivity, but also indicates an increase in many other indicators, such as employee
skills, innovation, entrepreneurship, commitment at the empowerment level, and job
satisfaction. Therefore, the task of many Nepalese HR managers in a dynamic situation has
been to design and execute values and strategies to enrich the human capital of the company
and create high-performing HRM practices. Nepalese business organizations can remain no
exception in such a scenario. Business organizations' success primarily depends on the
reliability and consistency of the services they offer to their clients. Considering these views,
this study is expected to be successful in examining the practices of human resource
management that exist in the banking industry and their effects on the commitment of
employees.

4. OBJECTIVES OF THE STUDY

The present study focuses on the evaluation of the relationship between HRM practices and the
commitment of employees. In this context, this study aims to achieve the following objectives:
• To analyze the general status of HRM practices in the banking industry of Nepal.
• To analyze the status of the commitment of employees in the banking industry of Nepal.
• To examine the link between the practices of HRM and the commitment of employees
in Nepal's banking industry.

5. REVIEW OF THE LITERATURE

Regarding the issues of HRM practices, the available literature suggests that it is difficult to
enhance organizational performance in the lack of proper implementation of human resource
practices (Becker & Huselid, 1998; Guest, 1997; Huselid, 1995; Ulrich, 1999). In the present
context, some Nepalese organizations are in the competitive sector where performance-based
systems are implemented to gain competitive advantages in the market (Adhikari, 2004, cited
in Pradhan, 2010). Most of these are commercial banks employing educated and trained
employees. Adhikari and Muller, 2001 found that managers and policymakers in Nepal are
generally not convinced about the link between human resource practices and firm
performance. Therefore, companies are reluctant to invest in human resources.
In connection with employee commitment, several previous studies have tested HRM
practices. Eight HRM practices and their association with perceived employee performance and
commitment have been examined by Tesema and Soeters (2006). These eight practices include
recruiting and selection practices, placement practices, training practices, compensation
practices, evaluation practices of employee performance, promotion practices, procedures for
grievance, and pension or social security. In his research, Huselid (1995) used eleven HRM
practices, that include staff selection, performance appraisal, incentive compensation, job
design, grievance procedures, information sharing, attitude assessment, participation in labor-
management, recruitment efforts, training of workers, and criteria for the promotion. The
relationship between five HRM practices (compensation/pay, training and development, job
description, and performance appraisal) and employee commitment is discussed in this
research. Nepal is a very low per capita income developing country and five HRM practices

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 Human Resource Management Practices and Employee Commitment in Banking Industry

that have a relatively direct effect on an individual's financial earnings and social status can be
considered the main determinants of employee commitment. This is the reason why these
practices are chosen for this study.

5.1 Compensation/Pay
An adequate amount of compensation or pay is highly required for employees to be engaged in
an organization and do a better performance. Delaney and Huselid (1996) reported that
compensation or pay has a positive impact on perceived organizational performance. It is
believed that performance-related pay affects employee attitudes positively that ultimately
enhances their commitment towards organizational activities. In business organizations,
compensation is decided based on the competency of the employees; the compensation for all
employees is directly linked to their commitment.

5.2 Training and Development

Training and development have a nice effect on worker commitment. For training and
development, the subsequent variables are taken into consideration: our employer conducts
massive training packages for its personnel in all factors of quality, personnel in every task will
typically undergo training packages each year, training wishes are diagnosed thru a proper
overall performance appraisal mechanism, there are formal training packages for brand
spanking new personnel to expand their capabilities, new information and capabilities are
imparted to personnel periodically to paintings in teams, and training wishes beneficial and
primarily based totally at the commercial enterprise method of the employer.

5.3 Job Description

A job description is a basis stone of many human sources practices starting from recruitment to
training programs. It suggests the task, responsibilities, and obligations of a job. Job description
identifies what's done, why its miles are done, in which it's miles done, and briefly, how it's
miles done. This is an important aspect of job requirements. For job description the subsequent
variables are taken into account: the responsibilities of each activity are honestly described in
our employer, every activity in our employer has an updated activity description, the activity
description for every activity carries all of the responsibilities carried out with the aid of using
person worker and the real activity responsibilities are formed greater with the aid of using the
worker than with the aid of using the formal job description.

5.4 Employee Participation

Wright et al. (2003) reported that employee participation practices, which are aimed at
generating commitment, have a positive influence on productivity and product quality. It results
in a better social climate. Arthur (1994) also argued that commitment-oriented HR systems have
a positive impact on productivity and result in a lower degree of turnover. Participation in
decisions is positively related to organizational commitment. For employee participation the
subsequent variables are taken into account: employees on this enterprise are allowed to make
choices associated with fee and fine matters, employees on this enterprise are requested through
their superiors to take part in choices, and employees have furnished a possibility to indicate
upgrades with inside the manner matters are performed here.

5.5 Performance Appraisal

Performance appraisal is a basic tool for evaluating job-relevant strengths and weaknesses
within and among employees to operate an effective performance management system in the
organization. It provides a ground to review the strength and weaknesses of the employees and

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 Dilip Parajuli and Prakash Shrestha

provide the opportunity to improve skills in future performance by improving weaknesses. For
performance appraisal the following variables are taken into account: performance of the
employees is measured based on objective quantifiable results, appraisal system in our
organization is growing and development-oriented, employees are provided performance-based
feedback and counseling, employees have faith in the performance appraisal system, appraisal
system has a strong influence on individual and team behavior, and the appraisal data is used
for making decisions like job rotation, training, and compensation.

5.6 Employee Commitment

Growing devoted personnel is a key factor in the success of today's business organizations.
Commitment is one of the elements in an efficient organization's HRM strategy. There are
numerous extensive analyses of the concept and observation of commitment (Mathieu & Zajac,
1990; Meyer & Allen, 1991; Meyer & Herscovitch, 2001). A listing of meanings changed into
compiled via way of means of Meyer and Allen (1991, 1997) and the similarities and variations
had been analyzed. The similarities served as the idea for an outline of what seemed like the
"essence" of commitment: "commitment is a pressure that binds someone to a path of motion
this applies to a clean target."
Meyer and Allen (1997) suggested a three-component model of organizational
commitment, affective, continuance, and normative commitment. This model was subject to
the highest empirical scrutiny and arguably obtained the greatest support (Meyer & Allen, 1997;
Meyer, Stanley, Herscovitz & Topolnyutsky, 2002). Affective commitment determines an
alignment between their company and their belief systems and expectations that employees feel
(Shrestha, 2020). The continuance commitment to a condition where employees are tied to their
company to the degree that they "have to be" due to the advantages associated with remaining
against the personal costs associated with quitting. Finally, normative commitment relates to
devotion based on a religious conviction or responsibility that remaining with the organization"
is the right and moral thing (Shrestha, 2016, 2019a). Each form of commitment binds the
employee to the organization in various ways and will have a different effect on how the
employee conducts himself in the workplace (Meyer et al., 2002).

6. RESEARCH FRAMEWORK
Based on the above discussion following research framework has been developed for this study:

HRM Practices

Compensation/Pay

Training and Development

Employee Commitment
 Affective Commitment
Job Description
 Continuance Commitment
 Normative Commitment
Employee Participation

Performance Appraisal

Figure 1 Research Framework

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 Human Resource Management Practices and Employee Commitment in Banking Industry

The research framework introduces HRM practices, in terms of compensation/pay, training

and development, job description, employee participation, and performance appraisal, as the
independent variables. Employee commitment, in terms of affective commitment, continuance
commitment, and normative commitment is the dependent variable. Based on this framework
this study explores the following hypotheses:
H1. HRM practices have a significant and positive relationship with the affective
commitment of employees.
H2. HRM practices have a significant and positive relationship with the continuance
commitment of employees.
H3. HRM practices have a significant and positive relationship with the normative
commitment of employees.

7. RESEARCH METHODOLOGY
7.1 Research Design
For the study, the descriptive and empirical research design is adopted to evaluate the
relationship between HRM practices and employee commitment in the Nepalese banking
industry.

7.2 Source of Data

This analysis mainly uses primary data. To collect the primary data, a scientifically prepared
questionnaire is used. A total of 525 questionnaires were distributed to 15 commercial banks
(35 in each bank) of Nepal. Out of them, only 375 (71.40 percent) questionnaires were returned
and used. A five-point Likert-scale is used for measuring responses.

7.3 Measurement Variables

The HRM practices in this study include compensation/pay, training and development, job
description, the participation of employees, and performance appraisal. Employee commitment
is measured in this analysis in terms of three dimensions, such as affective commitment,
continuance commitment, and normative commitment.

7.4 Data Analysis Tools

Descriptive statistics, reliability analysis, and regression analysis are used to analyze data and
obtained results.

8. EMPIRICAL RESULTS AND DISCUSSION

8.1 Status of HRM Practices
The descriptive statistics of such HRM practices are provided in the following table.

Table 1 Mean Values, S.D. and Reliability of HRM Practices

S.N. HRM Practices Mean S.D. Reliability
1. Compensation/Pay 3.15 0.61 0.76
2. Training and Development 3.01 0.69 0.81
3. Job Description 3.20 0.52 0.83
4. Employee Participation 3.09 0.38 0.89
5. Performance Appraisal 3.12 0.46 0.86
Note: Reliability of all scales were analyzed using Cronbach's alpha. The reliability scores
for all HRM practices variables are greater than the suggestion of Sekeran (2006). So, these
are found to be consistent with the published estimates for pre-existing scales.

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 Dilip Parajuli and Prakash Shrestha

For compensation/pay, the mean is 3.15 with an S.D. of 0.61. The mean for training and
development is 3.01 with an S.D. of 0.69. The mean for a job description is 3.20 with an S.D.
of 0.52. For employee participation, the mean is 3.09 with an S.D. of 0.38. Finally, the mean
for performance appraisal is 3.12 with an S.D. of 0.46. These results indicate that the mean
values of each HRM domain are more than average but not considered too high. There is,
therefore, no extensive use of HRM practices in Nepal's banking industry.

8.2 Status of Employee Commitment

The descriptive statistics of each dimension of employee commitment are provided in the
following table.

Table 2 Mean Values, S.D. and Reliability of Dimensions of Employee Committee

S.N. Employee Commitment Mean S.D. Reliability
1. Affective Commitment 3.68 0.71 0.79
2. Continuance Commitment 3.81 0.59 0.87
3. Normative Commitment 3.59 0.82 0.92
Note: Reliability of all scales is analyzed using Cronbach's alpha. The reliability scores for
all HRM practices variables are greater than the suggestion of Sekeran (2006). So, these are
found to be consistent with the published estimates for pre-existing scales.
For affective commitment, the mean is 3.68 with an S.D. of 0.71. The mean for continuance
commitment is 3.81 with an S.D. of 0.59. Finally, the mean for normative commitment is 3.59
with an S.D. of 0.82. These results show that the mean values of each dimension of employee
commitments are significantly higher than average. There is, therefore, a higher degree of
employee commitment in Nepal's banking industry.

8.3 Relationship between HRM Practices and Employee Commitment

Multiple regression analysis is performed to estimate the relationship between HRM practices
and employee commitment. The results are presented in the following table.

Table 3 Results of Regression Analysis

Affective Continuance Normative
HRM Practices Commitment Commitment Commitment
Model 1 Model 2 Model 3
Compensation/Pay 0.173** 0.142** 0.032**
Training and Development 0.140* 0.032* 0.126*
Job Description 0.191** 0.037* 0.041*
Employee Participation 0.236* 0.115** 0.059*
Performance Appraisal 0.171* 0.164** 0.209*
R2 0.189 0.225 0.145
Adjusted R2 0.137 0.174 0.090
F-Value 36.51** 43.85** 26.09**
Note: *p<0.05 **p<0.01
The results reveal that affective commitment is positively related to compensation/pay (β =
0.173, p<0.01), job description (β = 0.191, p<0.01), employee participation (β = 0.236, p<0.05)
and performance appraisal (β = 0.171, p<0.05). Likewise, a negative relationship is found for
training and development (β = 0.140, p<0.05) with affective commitment. As shown in Table
(3) the results reveal that continuance commitment is positively related to compensation/pay (β
= 0.142, p<0.01), job description (β = 0.037, p<0.05), employee participation (β = 0.115,
p<0.01) and performance appraisal (β = 0.164, p<0.01). A positive relationship is found for

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 Human Resource Management Practices and Employee Commitment in Banking Industry

training and development (β = 0.140, p<0.05) with continuance commitment. A similar result
was found normative commitment. The results reveal that normative commitment is positively
related to compensation/pay (β = 0.032, p<0.01), job description (β = 0.041, p<0.05), employee
participation (β = 0.059, p<0.05) and performance appraisal (β = 0.209, p<0.05). Likewise, a
positive relationship is found for training and development (β = -0.126, p<0.05) with normative
commitment.

9. DISCUSSION AND CONCLUSION

From the empirical results, it is clear that all dimensions of HRM practices display a high
positive association with all associated with employee commitment. It supports all three (H1,
H2, and H3) hypotheses. In the Nepalese banking industry, it is found that there is an average
degree of HRM practice. To some extent, the extensive use of HRM practices is lacking.
However, this study found an interesting fact in such a situation that employee commitment
levels tend to be good or even better despite normal HRM practices.
As a key dimension of HRM practices, compensation or pay shows a strong positive
association with all aspects of employee commitment, which means that if companies have
competitive compensation policies, the level of employee commitment would be high.
Similarly, training and development, job description, employee participation, and performance
appraisal reflect a constructive and significant relationship with all aspects of employee
commitment. It suggests that if companies invest in employee training and development
programs, employees are emotionally committed to the organizations if they have a well-written
job description and participatory management strategy as well as an efficient performance
appraisal method. It also means that employees are interested in the company's work and
progress, given that no other organization will pay the same amount they get. Finally,
employees have a moral duty to be with organizations when they view their organizations as
having good HRM practices. Therefore, formulating and applying successful HRM practices
that spread positive vibes to all types of employees in an organization is highly relevant. In the
future, this ultimately helps to achieve the company's goals.

10. RESEARCH LIMITATIONS

There are some limitations to the study. In all organizations that have different backgrounds,
the variables used in this research might not be equally relevant. This research was limited to
selected commercial bank employees only. Therefore, the conclusion of this study may not
represent all the business units. The information used in the analysis is obtained via the survey
method from primary sources. The validity of the results, therefore, depends on the individual
perception of the participants.

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