Do HRM Practices Influence Organizational Commitment? Evidence from Local Administration in Jordan

Purpose: Human Resource Management has a crucial influence on the organizational behavior of employees, thus ensuring achievement of the strategic objectives, mainly employees' commitment. Accordingly, this study examines the impact of human resources management practices on enhancing organizational commitment in local administration using the social exchange theory. Design/Methodology/Approach: A random sampling technique was applied using a designed questionnaire to collect data from 425 employees from different job positions in Jordan's Municipality of Greater Amman (GAM). Statistical analysis of descriptive measures, T-test, F-test, correlation, and regression was performed to examine the research hypothesis. Findings: The findings reveal that Human resource management practices significantly predict organizational commitment (R-Square =41%). It was found that career development and promotion accounted for about 30% of the variation in organizational commitment. All the human resource functions are practiced in GAM at a moderate level except for compensation and incentives. Nevertheless, participants showed a high level of organizational commitment. Practical Implications/Limitations: Local administration should improvise extra consideration over human resource practices and activities that increase employees' performance, ultimately accentuating their level of commitment and, subsequently, the quality of public services rendered to citizens. Implications of results and future research directions are discussed. Originality/Value: This study is one of the first studies in the Arab World that focuses on human resources practices and commitment especially in the local administration units.