The Relationship between Human Resources Practices, Satisfaction Factor and Organization Commitment in Autonomous Universities

Abstract

The purpose of this study was to investigate the relationship among the human resources practices, satisfaction factor and organization commitment in autonomous university. The human resources practices comprised of the following four dimensions: organization reward, training and development, procedural justices, and workplace participation. The sample consisted of three hundred and ten employees in fourteen autonomous universities in Thailand. Both quantitative and qualitative research methods were used as questionnaires with 7- level rating scales and the in-depth interviews were employed as the research instrument. The quantitative analysis used Structural Equation Model (SEM). The Convergent Validity with Confirm Factor Analysis that had factor loading greater than 0.6 was used. The Structural Equation Model showed good consistence with the empirical data by the indications of Chisquare = 345.973, df =300, Chi-square/df = 1.153, CFI = .992, GFI= .927, NFI = .946, and RMSEA = .022. The findings indicated that workplace participation and training and development had direct effects on satisfaction factor while procedural justices had direct effects on organization commitment. Workplace participation had direct and indirect effects on organization commitment, and satisfaction factor had directed effect on organization commitment. The empirical results were supported by qualitative findings as follows. 1) The employees’ skills and capabilities were developed and improved by means of training and development activities that would lead to enhance job satisfaction. 2) The employees’ opportunities to work with other departments or faculties and working with different people allowed them with chance to exchange knowledge, sharing ideas and experiences, making new friends, and gaining wider perspective. These would lead to job satisfaction and organization commitment. 3) The awareness of the procedural justices’ policy improvement and fairness would initiate employees’ satisfaction and lead to organization commitment. 4) Satisfaction was a crucial factor that would lead to employees’ commitment because when they satisfied with the better human resources practices management policy, their organization commitment were enhanced.