The relationship between organizational support, employee development, and organizational commitment

The Relationship Between Organizational Support,Employee Development, and Organizational Commitment:An Empirical StudyJudith W. Tansky, Debra J. CohenAn empirical study conducted in a major midwestern hospital found that organizational commitment and perceived organizational support were significantly correlated with satisfaction with career development. Results suggested that when organizations make efforts to develop their managers, the managers become more committed to the organization and also more likely to develop their employees.Organizations today face many conflicting problems that must be balanced in order to compete successfully in the world economy. They must continually improve performance by reducing costs, innovating processes and products, and improving quality and productivity (Becker and Gerhart, 1996). At the same time, there is great concern about recruiting, retaining, managing, and motivating the workforce because of the changing relationship between employers and employees and a labor market that has been tight.Over the past ten to fifteen years, various arguments have been made that the firm’s human resources may be its sole source of sustainable competitive advantage (Ferris, Hochwarter, Buckley, Harrell-Cook, and Frink, 1999). These arguments are drawn from the resource-based view of the firm (Barney, 1991, 1995). According to this point of view, human resources create value in a way that is rare, cannot be imitated, and cannot be substituted (Ferris, Hochwarter, Buckley, Harrell-Cook, and Frink, 1999). These arguments lay the foundation for the study of strategic human resource management.