Introduction

Human Resource Management is a consistent and productive approach towards the management of
employees who are valued assets' to the organization. And managing resourceful humans requires
a constant balancing between meeting the human aspirations of the people and meeting the
strategic and financial needs of the business. Hence linking the HRM more explicitly to the strategic
goals to improve the business and foster innovation and flexibility, thus serves the overall purpose.
Through best possible use and application of HR policies in the organization, commitment can be
encouraged thus leading to better performance, improve staff attitude and lower labour turnover, this
is the ideal aim of the human resource practices which has been argued to neglect the fact that HR
specialists and line managers have a major impact on how these HR policies are implemented at the
hotels and whether all the HR practices are universally applicable.
Human resource management is the techniques businesses incorporate to maintain an effective
workforce & to meet operational requirements. It is the organizational function that deals with issues
related to people such as compensation, hiring, administration, organization development, employee
motivation, wellness, benefits, safety, communication, performance management, and training.
Human resource practices implemented in an organisation are used for recruitment, selection;
training and development, reward management, performance appraisal etc. Human Resource
Management strategically manages people and work place environment and culture. Effective HRM
practices enable employees to contribute effectively and productively towards the attainment of the
organization's goals and objectives & facilitates overall company mission.
HRM practices are one of the channels of communication for an organization with its employees it
consists of the actual programs, processes and techniques. It conveys as to what the organization
desires as valuable and appropriate behaviors. The workers on reception of such a message build
up their own distinct perceptions and through a self-assessment (evaluation) process subsequently
shape their attitude and behavior. For instance, if an organization implemented a training program
for their workers, it will develop workers' knowledge, skills and capability, and thus cultivate better
employee commitment due to contented experience with the organization; however, such correlation
may at times be misleading or unpredictable i.e. even though some employees may think this
training as useful and recognize the implementation of organizational HRM practices, but on the
contrary, other workers may see the program as non-effective and view it as a trouble that hamper
their regular work timetable, hence this may work in an unintended way by bringing down their
satisfaction with the organization and negatively effect their commitment. This is the very reason why
employees' individual view plays as a vital intermediary in the association between organizational
HRM practices and the real disclosure of employee's outlook and behaviors. Therefore, from this
point of view, one can argue that HRM practices in its dominating effect alter an employees' affective
commitment, by first impinging upon their perception of organizational HRM practices and
consequently further alter or transform their emotional commitment towards the organization. That's
why, by the means of implementation of high-commitment HRM practices, i.e. intensive training and
development, high level of compensation, promotion from within, socialization, etc. convince the
employees that the organization's purpose is in conformity with their insight, and it impinges upon
them to reciprocate with advanced commitment and stronger deference to devote and put in for the
organization.
Therefore this research will try to establish a correlation between HR practices and their effects on
employee commitment. The HR practices that will be examined in the research will be Selection and
Recruitment Process, Training and Development programs, Performance management, Reward
management and industrial labour relations.These are some of the main HR practices followed by
the hotels aiming for the more committed team. But the researcher is interested in knowing whether
these HR practices really result in more committed employees. And if these HR practices really
result in committed employees then is it universally applicable in all countries of the world or all types
of industries. These are some of the questions that have encouraged the researcher in conducting
this research.

LITERATURE REVIEW
Philosophy of Human Resource Management
Human Resource Management is shifting its traditional stance from personnel, administration, and
transactional roles, which are being increasingly outsourced. HRM is now focusing more and more
towards adding quality and value to the strategic exploitation of employees and that employee
development programs impact the business in tangible terms. This new approach towards revolution
in HRM involves strategic direction and HRM metrics and measurements in tangible terms to gauge
the effect of these practices. Some of the HRM practices studied in this project are selection,
benefits, training, performance feedback, communication systems, standard operating procedures
(SOPs) and employee participation. David E. Guest (1987) says
HRM is a means of achieving management objectives - at least in enterprises which
haverecognized, or have been compelled to recognize, the utilization of the human resource
inachieving competitive edge - becomes clear from an examination of four important goals
ofeffective.
The primary objective of HRM is amalgamation of company's mission and goal with the HR practices
"acomprehensive corporate strategy is essential to continuing business success ... in many
cases,human resource planning is not an integral part of strategic planning, but rather flows
fromit"David E. Guest (1987). This holds especially true in today's context where the
accomplishment of the process of adjusting to change warrants an escalating level of individual and
group participation, for the seamless integration of human resources into the strategic plans.
HRM also focuses to attain employee committment, this involves classification of the type of
commitment required e.g. attitudinal, behavioural. Commitment of an employee can be at different
levels it could be towards the organization, to his job, for individual career advancement and
numerous such like things. Commitment in an employee's context can be defined as approval of
enterprise mission and goals, and could be reflected in behaviour adopted by him/her that furthers
these goals. David further says:
"The theoretical proposition is therefore that organizational commitment,
combined with job related behavioural commitment will result in high employee
satisfaction, high performance, longer tenure and willingness to accept
change."
The third goal of strategic HRM is to exercise flexibility and adaptability, which basically translates
into the ability to manage change and innovation and to react swiftly to transforming market
demands and changes. Thus arises a need for a HRM policy which is favorable to change at all
levels of the organization, an arrangement which is practical not bureaucratic, functional and
adaptable, with an absence of rigid job divisions and with capable of functional flexibility i.e. flexible
skills and motivation to move from one assignment to another. Promoting these is possible only
according to David "if employees at all levels display highorganizational commitment, high trust and
high levels of intrinsic motivation."
Attaining and maintaining total quality is the fourth goal of HRM. This highlights the importance of
policies and practices to recruit, development and retention of skilled and flexible employees, and
the formulation of established performance standards and performance procedures. This can be
further subdivide into two broader goals i.e. building a integrated organizational culture and
achieving and maintaining competitive advantage through the dynamic use of human resources.
Guest (2002) has argued that the Impact of HRM on performance depends upon
worker's response to HRM practices, so the impact will move in direction of the
perception of HRM practices by the employee. Wood (1999) and Guest (2002) have
stressed upon the need to build a competent, committed and highly involved work force is the one
required for best implementation of business strategy. Huselid (1995) discovered that the
effectiveness of employees is directly related to the impact of HRM practices on behavior of the
workforce. Patterson et al (1997) while arguing about the effect of human resource management
practices on business performance have said that HR practices in selection and training influence
performance by providing appropriate skills. HR practices have a potent impact on performance
even if it just measured in terms of overall productivity.
Huselid (1995) stressed that by adopting best practices in selection, inflow of bestquality of skill set
will be inducted adding value to skills inventory of the organization. He also highlighted the role of
personnel training as a accompaniment of selection practices through which the organizational
culture and employee behavior can be integrated with the organization goals to produce positive
results. Cooke (2000) has included competence and effectiveness as the vital ingredients of
performance apart from competitiveness and productivity. She further amplifies training as the tool to
grow knowledge and skills and as way of improving individual's performance (efficiency and
effectiveness). Singh (2004), whose interpretations are more pertinent in our cultural context, says
that compensation is a behavior aligningmechanism of employees with business strategy of the
firm. Career planning is a tool that aligns strategy with future HR needs and encouragesemployee
to strive for his personal development (William et al, 1996). By encouraging employee involvement,
the firm will profit from increase in efficiency of theemployee due to improved commitment of the
employee. Financial participation schemes are more beneficial for the organizations than the
associated cost (Summers & Hyman, 2005). Use of best HR practices shows a stronger association
with firmsproductivity in high growth industry (Datta et al, 2003).
Wright et al (2003) have said that an employee will exert discretionary effort if proper
performance management system is in place and is supported by compensation system
linked with the performance management system. Similarly, Job definition is combination of
jobdescription and job specification. It clearly outlines duties, responsibilities, workingconditions and
expected skills of an individual performing that job (Qureshi M Tahir, 2006).
Ichniowski (1995) while studying productivity of steel workers have argued that harmonizing HR
practice System positively effects employees performance.Sels,2006 & Collins (2005) in a study of
similar character targeting small business have also argued that efficient HR practices affect
employee productivity to a great extent.
Meyer and Allen (1997) indicated that HRM practices have been considered to be valuable and
effective tools for elevating organizational commitment, especially affective commitment. However,
there are some other perspectives also on this subject; De Coninsk and Stilwell (1996) argued that
what directly influences employee's affective commitment is not the actual practices itself, but the
employee perceptions of fairness of practices that affects organizational commitment. Ogilvie (1986)
found that, even with personal and work characteristics controlled, employees' perceptions of two
characteristics of HRM practices, namely, the accuracy of the merit rating system and the fairness of
promotions, contributed to the prediction of commitment. Gaertner and Nollen (1989) also found that
employees' commitment was related to the perceived HRM practices, including internal promotion,
training opportunities, and employment security. Ostroff and Bowen (2000) made use of meso
theory to explain that the implementation of HRM practices helped to amplify worker's identification
with their organization through employees' psychological contracts.
Therefore, just as what the above mentioned scholars stated, the HRM practices itself cannot have
impact on employee's commitment, it is after the implementation of the HRM practices that triggered
employees' own perceptions and then assess whether the practice is considered fair or favorable to
them and consequently influence their attitudes and behaviors. Therefore, if the HRM practices that
an organization implements permit the employees to acknowledge it as highly committed,
consequently, this will lead to reinforced trust and concurrently generate higher emotional
attachment with his/her serviced organization.
Despite several experiential studies that have established a relationship between HRM practices and
organizational commitment, however, such a connection seems to be a little too straightforward
(Paul & Anantharaman, 2004; Ulrich, 1997; Wimalasiri, 1995). Ostroff and Bowen (2000) projected
that it was the psychological bond of an individual that unified how an organizational HRM practice
influenced employees' mind-set and behavior. This also entails that HRM practices may conjointly
manipulate employees' organizational commitment obliquely, and must go through by means of
individual's psychological alteration system.
Guzzo and Noonan (1994) said that
an organization's HRM practices influenced employee commitment since they are communications
from the employer to the employee. How employees interpreted and made sense of their
organizational HRM practices affected their psychological contract with their employer and,
ultimately, their commitment to that employer.
Zucker (1983) also suppose that the organization members' attitudes and behaviors are subjective
and are governed by organization's official communication of common understandings'. Term
common understandings denoting what were considered the appropriate, essential and meaningful
behaviors within an organization.Basically, the official organization communication of common
understandings will direct its members to alter their own personal attitudes and behaviors so that
they can match organizational expectations and requirements.

HR PRACTICES
HRM propose that there is a universal one best way' to administer people. By assuming a best
practice method it is argued that organizations will attain improved commitment from people leading
to better organizational performance, top levels of service quality and eventually boost in efficiency
and profitability, Usually couched in terms of bundles', the HRM practices that are offered in support
of a high commitmentand performance model are generally fairly consistent. A range of HR practices
which are suggested as being important to organizational strategies aimed at securing high-quality
service are:-