Exploring the role of organizational developmental HR practices in enhancing employees' commitment to organizational career: a multilevel investigation

Abstract

PurposeDrawing upon the conservation of resources (COR) theory, this study examined the relationship between organizational developmental human resource (HR) practices and employees' commitment to the organizational career (COC), while considering the mediating role of psychological availability and the moderating effects of links and fit.Design/methodology/approachA hierarchical linear modeling analysis was conducted to analyze the data from a 3-wave time-lagged study with 394 employees and 65 supervisors in ten Chinese firms.FindingsThe study's findings suggest that organizational developmental HR practices have a positive and indirect impact on employees' COC, with psychological availability serving as a mediator. The indirect effects were stronger for employees with stronger links and better fit.Practical implicationsThis study provides managers with guidelines to improve employees' COC. Managers should also focus on supporting employees' psychological resources. Furthermore, organizations should be aware that employees with varying levels of links and fit may respond differently to psychological availability.Originality/valueThe study offers a new understanding of how and under what conditions organizational developmental HR practices can increase employees' COC. It also highlights the role of psychological availability as the psychological mechanism mediating this relationship and adds to the limited literature on the potential positive impact of strong links and fit.