Bruce A. Rayton

TL;DR: In this paper, the authors investigated the relationship between organizational commitment and employee perceptions of corporate social responsibility (CSR) within a model that draws on social identity theory, examining the impact of three aspects of socially responsible behaviour on organizational commitment.

TL;DR: The most in-depth study to date as mentioned in this paper confirmed the powerful relationships between HR practices, employee commitment and operating performance, finding that the most carefully thought-through HR strategy is a waste of time unless it is embraced by line managers who have the skills and understanding necessary to engage and motivate employees; where effective HR practices are not in place, levels of employee commitment are up to 90 percent lower; an organisation needs a clear direction and purpose, beyond the bland mission statement or generic goal of financial returns, which engages, enthuses and unites people.

TL;DR: In this paper, the authors examine the links between employees' satisfaction with HR practices and their commitment to the organisation and find that satisfaction with some HR practices appears to be linked to the commitment of all employees, while the link for others varies between the three employee groups.

TL;DR: The authors examined the link between psychological contract breach and work engagement by integrating job satisfaction into the social exchange relationship and found that the negative effect of psychological contract breaches on work engagement is mediated by job satisfaction.

TL;DR: The authors assesses the role of work engagement in the relationships between affective commitment, job satisfaction and two employee outcomes ( supervisor-rated job performance and self-reported intention to quit) using a cross-lagged research design.