Evidence continues to accumulate that human resource management (HRM) practices associated with a commitment-based management approach can generate more energy, initiative, and engagement among workers and meaningful performance gains for an organization. Despite the business case for adoption, many organizations still fail to implement commitment-based HRM practices, or even refuse to attempt such a transition. The health care industry, in particular, has been resistant to moving away from a control-based management philosophy. We identify a potential enabling factor in making the transition as the willingness and ability of senior leadership to establish fair process and a climate of procedural justice throughout the organization, and we examine the lessons offered by a high-performing pharmaceutical plant organized according to commitment-based principles.
Glavin, M. and Chilingerian, J. (2010), "Commitment-based management practices and high performance: The case of Pfizer's Loughbeg tablet plant", Fottler, M., Khatri, N. and Savage, G. (Ed.) Strategic Human Resource Management in Health Care (Advances in Health Care Management, Vol. 9), Emerald Group Publishing Limited, Bingley, pp. 3-24. https://doi.org/10.1108/S1474-8231(2010)0000009005Download as .RIS
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