The Roles of the Organizational Trust and Psychological Empowerment on the Relationship between High Involvement HR System and Employee Commitment

The burgeoning literature on ways in which human resource management might lead to superior organizational performance and productivity includes reference to high commitment management, high involvement work practices, and high performance systems. While there are a number of theoretical and empirical research suggests that these management practices are not the same constructs and dimensions, a common point is the HR practices assumed causal link to organizational performance via the responses of employees. There were many attempts to identify the effectiveness of such HR system and practices, among which a few research has performed in order to improve our understanding of mediating variables inside the 'black box' of the firms. This research is aimed to reveal the mediator roles of organizational trust and psychological empowerment on the relationship between high involvement HR system and employee commitment in relations to organizational commitment and change commitment. For this purpose, 278 employees who joined any public and private organizations completed the questionnaires and LISREL was employed. The findings are: Firstly, The empirical findings of the effects of the high commitment HR system on the organizational productivity in terms of commitment to organization and change were not supported. Secondly, the mediators of organizational trust and psychological commitment were predicted from the high commitment HR system. Moreover, mediator roles of organizational trust and psychological empowerment on the relationship between high commitment HR system and organizational productivity were confirmed. Finally, some implications are included.2