results
Because of the small sample size, we examined the relationship among the relevant variables using only bivariate correlations. We were less interested in interpreting any specific results than in understanding the overall pattern of results in how HR practices and employee commitment relate to more proximal performance measure. The descriptive statistics and intercorrelation are provided in Table 2 (opposite)
In order to disguise the data, the overall mean was subtracted from each company's actual value on each variable. Consequently, the standard deviation represent the actual variation in the real units for each variable, but the mean is always set to zero.
As can be seen in Table 2, the first link in the hypothesised causal chain shows a relationship between R practice and organisational commitment. The observed HR practices existed across the groups (MAs had the highest scores, followed by drivers and warehousers, respectively).
resultsBecause of the small sample size, we examined the relationship among the relevant variables using only bivariate correlations. We were less interested in interpreting any specific results than in understanding the overall pattern of results in how HR practices and employee commitment relate to more proximal performance measure. The descriptive statistics and intercorrelation are provided in Table 2 (opposite)In order to disguise the data, the overall mean was subtracted from each company's actual value on each variable. Consequently, the standard deviation represent the actual variation in the real units for each variable, but the mean is always set to zero.As can be seen in Table 2, the first link in the hypothesised causal chain shows a relationship between R practice and organisational commitment. The observed HR practices existed across the groups (MAs had the highest scores, followed by drivers and warehousers, respectively).
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