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Abstract Studies in the field of high commitment human resource management have pointed to the importance of interpersonal relationships in the workplace. In line with this, the focus of this study is on identifying how high commitment human resource management creates and sustains employee relationships. Viewing high commitment human resource management as a relational process, we identify six distinct practices ‐ selective hiring, training and development, participation, promotion opportunity, teamwork, and reward and recognition ‐ that influence three employee‐related outcomes ‐ organizational commitment, organizational citizenship behavior, and employee retention. Based on data from 365 front‐line employees in 5‐star hotels in Bangladesh, and using social exchange theory as a lens, we explore how high commitment human resource management can influence work outcomes. The results provide additional evidence of the role that high commitment human resource management plays in ensuring positive work outcomes, and indicates how organizations might benefit from this knowledge.
Rubel et al. (Fri,) studied this question.