Original Research

Women-friendly human resource management practices and organisational commitment amongst female professionals

Shallone Munongo, David Pooe
Acta Commercii | Vol 21, No 1 | a954 | DOI: https://doi.org/10.4102/ac.v21i1.954 | © 2021 Shallone Munongo, David Pooe | This work is licensed under CC Attribution 4.0
Submitted: 06 April 2021 | Published: 09 December 2021

About the author(s)

Shallone Munongo, Department of Business Management, College of Business and Economics, University of Johannesburg, Johannesburg, South Africa
David Pooe, Department of Business Management, College of Business and Economics, University of Johannesburg, Johannesburg, South Africa


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Abstract

Orientation: Despite the growing feminisation of the global labour market, discrimination against women in the workplace remains entrenched.  Such discrimination of women is largely attributed to human resources management (HRM) policies and management practices which are inherently masculine, designed by men for men.

Research purpose: The aim of this study was to explore the influence of human resources management practices on the organisational commitment among female professionals in Zimbabwe.

Motivation for the study: Notwithstanding the growing scholarly interest in the factors which can help retain women in the workplaces, there remains a paucity of studies from developing countries on how HRM practices influence female professionals’ organisational commitment in the workplace. Dearth in empirical literature is pronounced in Africa, particularly in a society such as Zimbabwe punctuated by patriarchy and an economy that has been depressed for over two decades.

Research design, approach and method: The study adopted a quantitative research approach and employed a cross-sectional survey of 210 female professionals employed in the private and public sectors in Zimbabwe. Structural equation modelling was employed for data analysis using AMOS 25.0.

Main findings: The results of the study revealed positive and significant relationships between women-friendly HR management practices and organisational commitment of female employees.

Practical/managerial implications: Premised on these findings, the study recommended that it is imperative for HR management to implement non-discriminatory rewards systems, increase family-friendly policies, prioritise continuous training and charter clear progressive career development programs for the female employees.

Contribution/value-add: This study provides managers with a better perspective of the predictors of organisational commitment among female professionals in an African context.


Keywords

HRM practices; organisational rewards; supervisory support; work-life support; organisational commitment

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