Strategic human resource management becomes more important as the
organization has to ensure its well-being in the industry amidst environmental
changes. Base on the resource-based view of the firm, firms should look inward to
their resources as the sources of strategies. Resources that are valuable, rare,
inimitable, and non-substitutable will lead to competitive advantage. However,
employee attitude, behavior, and work outcome are influenced by human resource
practice. Based on social exchange theory and perceived organizational support
theory, employee attitude and behavior can be predicted as a result of such practices,
as they respond in return to organization with affective commitment and felt
obligation in performing work. The study tests this relationship among the constructs,
which are strategic human resource management, perceived organizational support,
affective commitment, felt obligation and employee attitude and behavior. The results
of the study prove that there is a significantly positive relationship among these
variables. It is suggested that to a certain extent human resource strategy has a direct
effect on employee attitude and behavior: and an indirect effect through psychological
factors such as perceived organizational support, affective commitment and felt
obligation. The human resource strategy has a strong correlation with perceived
organizational support. Among the observed variables of this strategy, organization
rewards and procedural justice have a strong validity. The theoretical framework of
the relationship among the five constructs based on theory is proven for its validity by
empirical study of the airline industry in Thailand