2026-04-21T05:18:51Zhttps://ebiltegia.mondragon.edu/oai/request

oai:ebiltegia.mondragon.edu:20.500.11984/63632024-05-24T11:21:20Zcom_20.500.11984_473col_20.500.11984_478

HRM systems and employee affective commitment: the role of employee gender Garmendia, Alaine Madinabeitia-Olabarria, Damian Shin, DuckJung Ali, Muhhamad Konrad, Alison M. Purpose Despite decades of studies on high-involvement human resource management (HRM) systems, questions remain of whether high-involvement HRM systems can increase the commitment of women. This study aims to contribute to the growing body of research on the cross-level effect of HRM systems and practices on employee affective commitment by considering the moderating role of gender. Design/methodology/approach Integrating social exchange theory with gender role theory, this paper proposes that gender responses to HRM practices can be different. The hypotheses were tested using data from 104 small- and medium-sized retail enterprises and 6,320 employees from Spain. Findings The findings generally support the study’s hypotheses, with women’s affective commitment responding more strongly and positively to employees’ aggregated perceptions of a shop-level high-involvement HRM system. The findings imply that a high-involvement HRM system can promote the affective commitment of women. Originality/value This study investigates the impact of both an overall HRM system and function-specific HRM sub-systems (e.g. training, information, participation and autonomy). By showing that women can be more positively affected by high-involvement HRM systems, this paper suggests that high-involvement HRM systems can be used to encourage the involvement and participation of women. 2024-04-24T07:43:42Z 2024-04-24T07:43:42Z 2020 http://purl.org/coar/resource_type/c_6501 1754-2413 https://katalogoa.mondragon.edu/janium-bin/janium_login_opac.pl?find&ficha_no=154874 https://hdl.handle.net/20.500.11984/6363 eng © Emerald Publishing Limited Emerald