Employee organisational commitment: The role of HRM practices, public service motivation, and job satisfaction

This dissertation is a compilation of three empirical studies on employee organizational commitment in the Ethiopian health care sector. The main purpose of the study was to investigate the chain of factors that lead into commitment of the health workforce. The first empirical study is about the mechanisms through which HRM practices influence employee organizational commitment. In this part of the dissertation, testing unveiled an indirect path from HRM practices to employee organizational commitment going through job satisfaction. The second study aimed to resolve the skepticism regarding the link between HRM practices and employee well-being/job satisfaction by integrating PSM as a moderating variable. This moderation analysis made it possible to shed light on why HRM practices may not have a statistically significant influence on employee well-being. Thus, for workers with a higher PSM level there is a strong positive association between HRM practices and employee well-being/job satisfaction. In the third and last part of the dissertation, emphasis was given to the role of PSM in enhancing employee organizational commitment. Towards this end, the mediation role of job satisfaction was confirmed. The mechanism through which employees with a higher level of PSM would exhibit a greater level of commitment is identified as job satisfaction