The primary purpose of this study was to synthesize empirical findings of studies that have investigated the relationship between HRM practices and organizational commitment (OC). We adopted a comprehensive review that covers empirical research on HRM - OC relationship, which was published between 2001 and 2016 in international peer-reviewed journals. A total of 63 empirical articles were included in this review. We adopted the content analysis method to synthesize the empirical findings on HRM - OC relationship and research methods adopted. Majority of the studies provided evidence of a positive association between HRM practices and OC. Evidence from this review pointed towards a significant mediating effect that the construct of OC exercised between HRM practices and different employee and organizational outcomes. Also, this review found support for an indirect relationship between HRM practices or systems and OC mediated by organizational environment characterized by factors such as, for example, work engagement, satisfaction with work, person - organization fit, and an enabling organizational climate.

1. Agarwala, T. (2003). Innovative human resource practices and organizational commitment: An empirical investigation. International Journal of Human Resource Management, 14 (2), 175 - 197.doi: 10.1080/0958519021000029072
2. Aladwan, K., Bhanugopan, R., & D’Netto, B. (2015). The effects of human resource management practices on employees’ organisational commitment. International Journal of Organizational Analysis, 23 (3), 472 - 492. doi: 10.1108/IJOA-11-2014-0822
3. Ang, S. H., Bartram, T., McNeil, N., Leggat, S. G., & Stanton, P. (2013). The effects of high - performance work systems on hospital employees work attitudes and intention to leave: A multi-level and occupational group analysis. The International Journal of Human Resource Management, 24(16), 3086 - 3114. doi: 10.1080/09585192.2013.775029
4. Avolio, B. J., Zhu, W., Koh, W., & Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior, 25 (8), 951 - 968. doi:10.1002/job.283
5. Bal, P. M., Kooij, D. T., & De Jong, S. B. (2013). How do developmental and accommodative HRM enhance employee engagement and commitment? The role of psychological contract and SOC strategies. Journal of Management Studies, 50 (4), 545 - 572.doi: 10.1111/joms.12028
6. Blau, P. M. (1964). Exchange and power in social life. New York : Wiley Publishers.
7. Boon, C., Den Hartog, D. N., Boselie, P., & Paauwe, J. (2011). The relationship between perceptions of HR practices and employee outcomes: Examining the role of person - organization and person - job fit. The International Journal of Human Resource Management, 22(1), 138 - 162. doi: 10.1080/09585192.2011.538978
8. Boon, C., & Kalshoven, K. (2014). How high - commitment HRM relates to engagement and commitment : The moderating role of task proficiency. Human Resource Management, 53 (3), 403 - 420. doi:10.1002/hrm.21569
9. Boselie, P. (2010). High performance work practices in the health care sector : A Dutch case study. International Journal of Manpower, 31(1), 42 - 58. doi:10.1108/01437721011031685
10. Bowen, D. E., & Ostroff, C. (2004). Understanding HRM - firm performance linkages : The role of the “strength” of the HRM system. Academy of Management Review, 29(2), 203-221. doi:10.5465/AMR.2004.12736076
11. Boxall, P., Ang, S. H., & Bartram, T. (2011). Analysing the black box of HRM: Uncovering HR goals, mediators, and outcomes in a standardized service environment. Journal of Management Studies, 48 (7), 1504 - 1532. doi:10.1111/j.1467-6486.2010.00973.x
12. Bui, H. T., Liu, G., & Footner, S. (2016). Perceptions of HR practices on job motivation and work-life balance: mixed drives and outcomes in a labor-intensive sector. International Journal of Manpower, 37(6), 1004 - 1023. doi: 10.1108/IJM-12-2015-0214
13. Butts, M. M., Vandenberg, R. J., DeJoy, D. M., Schaffer, B. S., & Wilson, M. G. (2009). Individual reactions to high involvement work processes: Investigating the role of empowerment and perceived organizational support. Journal of Occupational Health Psychology, 14 (2), 122 - 136. doi:10.1037/a0014114
14. Chang, E. (2005). Employees overall perception of HRM effectiveness. Human Relations, 58 (4), 523 - 544. doi:10.1177/0018726705055037
15. Chang, P. C., & Chen, S. J. (2011). Crossing the level of employees’ performance: HPWS, affective commitment, human capital, and employee job performance in professional service organizations. The International Journal of Human Resource Management, 22 (4), 883 - 901. doi:10.1080/09585192.2011.555130
16. Chang, K., Nguyen, B., Cheng, K. T., Kuo, C. - C., & Lee, I. (2016). HR practice, organizational commitment & citizenship behavior : A study of primary school teachers in Taiwan. Employee Relations, 38(6), 907-926. doi: 10.1108/ER-12-2015-0218
17. Chew, J., & Chan, C. C. (2008). Human resource practices, organizational commitment and intention to stay. International Journal of Manpower, 29 (6), 503 - 522. doi:10.1108/01437720810904194
18. Chiang, H. H., Han, T. S., & Chuang, J. S. (2011). The relationship between high-commitment HRM and knowledge-sharing behavior and its mediators. International Journal of Manpower, 32 (5/6), 604 - 622. doi:10.1108/01437721111158224
19. Chuang, C. H., Jackson, S. E., & Jiang, Y. (2016). Can knowledge-intensive teamwork be managed? Examining the roles of HRM systems, leadership, and tacit knowledge. Journal of Management, 42 (2), 524 - 554. doi:10.1177/0149206313478189
20. Cohen, A. (1992). Antecedents of organizational commitment across occupational groups: A meta - analysis. Journal of Organizational Behavior, 13 (6), 539 - 558. doi: 10.1002/job.4030130602
21. Edgar, F., & Geare, A. (2005). HRM practice and employee attitudes: Different measures - different results. Personnel Review, 34 (5), 534 - 549. doi:10.1108/00483480510612503
22. Edgar, F., & Geare, A. (2009). Inside the “black box” and “HRM”. International Journal of Manpower, 30 (3), 220 - 236. doi:10.1108/01437720910956736
23. Erben, G. S., & Güneşer, A. B. (2008). The relationship between paternalistic leadership and organizational commitment: Investigating the role of climate regarding ethics. Journal of Business Ethics, 82 (4), 955 - 968. doi: 10.1007/s10551-007-9605-z
24. Fabi, B., Lacoursière, R., & Raymond, L. (2015). Impact of high-performance work systems on job satisfaction, organizational commitment, and intention to quit in Canadian organizations. International Journal of Manpower, 36 (5), 772 - 790. doi:10.1108/IJM-01-2014-0005
25. Fiorito, J., Bozeman, D. P., Young, A., & Meurs, J. A. (2007). Organizational commitment, human resource practices, and organizational characteristics. Journal of Managerial Issues, 19 (2), 186 - 207.
26. Flint, D., Haley, L. M., & McNally, J.J. (2013). Individual and organizational determinants of turnover intent. Personnel Review, 42 (5), 552 - 572. doi:10.1108/PR-03-2012-0051
27. Gallardo-Gallardo, E., & Thunnissen, M. (2016). Standing on the shoulders of giants? A critical review of empirical talent management research. Employee Relations, 38 (1), 31 - 56. doi:10.1108/ER-10-2015-0194
28. Gardner, T. M., Wright, P. M., & Moynihan, L. M. (2011). The impact of motivation, empowerment, and skill - enhancing practices on aggregate voluntary turnover : The mediating effect of collective affective commitment. Personnel Psychology, 64 (2), 315-350. doi:10.1111/j.1744-6570.2011.01212.x
29. Giauque, D., Resenterra, F., & Siggen, M. (2010). The relationship between HRM practices and organizational commitment of knowledge workers. Facts obtained from Swiss SMEs. Human Resource Development International, 13 (2), 185 - 205. doi:10.1080/13678861003703716
30. Gibbs, T., & Ashill, N. J. (2013). The effects of high performance work practices on job outcomes : Evidence from frontline employees in Russia. International Journal of Bank Marketing, 31 (4), 305-326. doi:10.1108/IJBM-10-2012-0096
31. Giri, V. N., Kumar, S. P., & Rajesh, V. (2017). Does job satisfaction help in understanding automotive employees' turnover intention? Prabandhan: Indian Journal of Management, 10 (5), 7-23. doi: 10.17010/pijom/2017/v10i5/114252
32. Gong, Y., Law, K. S., Chang, S., & Xin, K. R. (2009). Human resources management and firm performance: The differential role of managerial affective and continuance commitment. Journal of Applied Psychology, 94 (1), 263 - 275. doi:10.1037/a0013116
33. Gong, Y., Chang, S., & Cheung, S. Y. (2010). High performance work system and collective OCB: A collective social exchange perspective. Human Resource Management Journal, 20 (2), 119 - 137 doi:10.1111/j.1748-8583.2010.00123.x
34. Gould - Williams, J. (2004). The effects of high commitment HRM practices on employee attitude: The views of public sector workers. Public Administration, 82(1), 63 - 81. doi:10.1111/j.0033-3298.2004.00383.x
35. Gould-Williams, J., & Davies, F. (2005). Using social exchange theory to predict the effects of HRM practice on employee outcomes: An analysis of public sector workers. Public Management Review, 7 (1), 1- 24. doi: 10.1080/1471903042000339392
36. Guchait, P., & Cho, S. (2010). The impact of human resource management practices on intention to leave of employees in the service industry in India: The mediating role of organizational commitment. The International Journal of Human Resource Management, 21(8), 1228 - 1247. doi:10.1080/09585192.2010.483845
37. Guest, D. E. (1999). Human resource management - The workers verdict. Human Resource Management Journal, 9 (3), 5 - 25. doi: 10.1111/j.1748-8583.1999.tb00200.x
38. Hannah, D., & Iverson, R. (2004). Employment relationships in context: Implications for policy and practice. In J. Coyle-Shapiro, L. Shore, S. Taylor, & L. Tetrick (eds.), The employment relationship : Examining psychological and contextual perspectives (pp. 332 - 350). Oxford : Oxford University Press.
39. Hashim, J. (2010). Human resource management practices on organizational commitment: The Islamic perspective. Personnel Review, 39 (6), 785-799. doi:10.1108/00483481011075611
40. Hennekam, S., & Herrbach, O. (2013). HRM practices and low occupational status older workers. Employee Relations, 35 (3), 339 - 355. doi:10.1108/01425451311320512
41. Herrbach, O., Mignonac, K., Vandenberghe, C., & Negrini, A. (2009). Perceived HRM practices, organizational commitment, and voluntary early retirement among late - career managers. Human Resource Management, 48(6), 895 - 915. doi:10.1002/hrm.20321
42. Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38 (3), 635 - 672. doi:10.2307/256741
43. Jayaram, J., Droge, C., & Vickery, S. K. (1999). The impact of human resources management practices on manufacturing performance. Journal of Operations Management, 18 (1), 1-20. doi: 10.1016/S0272-6963(99)00013-3
44. Juhdi, N., Pa’wan, F., & Hansram, R. M. K. (2013). HR practices and turnover intention: The mediating roles of organizational commitment and organizational engagement in a selected region in Malaysia. The International Journal of Human Resource Management, 24 (15), 3002 - 3019. doi:10.1080/09585192.2013.763841
45. Kaur, S., & Bedi, A. (2017). Role of perceived organizational support in the relationship of procedural justice with organizational commitment. Prabandhan: Indian Journal of Management, 10(9), 28 - 38. doi. 10.17010/pijom/2017/v10i9/118240
46. Kehoe, R. R., & Wright, P. M. (2013). The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of Management, 39 (2), 366 - 391. doi:10.1177/0149206310365901
47. Kinnie, N., Hutchinson, S., Purcell, J., Rayton, B., & Swart, J. (2005). Satisfaction with HR practices and commitment to the organization: Why one size does not fit all. Human Resource Management Journal, 15 (4), 9 - 29. doi:10.1111/j.1748-8583.2005.tb00293.x
48. Kooij, D. T., Jansen, P. G., Dikkers, J. S., & De Lange, A. H. (2010). The influence of age on the associations between HR practices and both affective commitment and job satisfaction: A meta - analysis. Journal of Organizational Behavior, 31(8), 1111-1136. doi:10.1002/job.666
49. Kuvaas, B. (2008). An exploration of how the employee - organization relationship affects the linkage between perception of developmental human resource practices and employee outcomes. Journal of Management Studies, 45(1), 1 - 25. doi:10.1111/j.1467-6486.2007.00710.x
50. Kwon, V. A. P. K., Bae, J., & Lawler, J. J. (2010). High commitment HR practices and top performers. Management International Review, 50 (1), 57 - 80. doi: 10.1007/s11575-009-0023-6
51. Lai, Y., Saridakis, G., & Johnstone, S. (2016). Human resource practices, employee attitudes and small firm performance. International Small Business Journal, 35(4), 470 - 494. doi: 10.1177/0266242616637415
52. Luna-Arocas, R., & Camps, J. (2007). A model of high performance work practices and turnover intentions. Personnel Review, 37(1), 26 - 46. doi:10.1108/00483480810839950
53. Macky, K., & Boxall, P. (2007). The relationship between high-performance work practices and employee attitudes: An investigation of additive and interaction effects. The International Journal of Human Resource Management, 18 (4), 537 - 567. doi: 10.1080/09585190601178745
54. Mansour, N., Gara, E., & Gaha, C. (2014). Getting inside the black box: HR practices and firm performance within the Tunisian financial services industry. Personnel Review, 43 (4), 490 - 514. doi: 10.1108/PR-03-2013-0052
55. Massingham, P.R., & Tam, L. (2015). The relationship between human capital, value creation and employee reward. Journal of Intellectual Capital, 16 (2), 390 - 418. doi:10.1108/JIC-06-2014-0075
56. Mathieu, J.E., & Zajac, D.M. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108 (2), 171-194.
57. Mendelson, M. B., Turner, N., & Barling, J. (2011). Perceptions of the presence and effectiveness of high involvement work systems and their relationship to employee attitudes : A test of competing models. Personnel Review, 40 (1), 45 - 69. doi:10.1108/00483481111095519
58. Merudi, D. (2016). A case on the HRM model in one Indian based Japanese trading establishment. Prabandhan: Indian Journal of Management, 9 (1), 29 - 41.doi: 10.17010/pijom/2016/v9i1/85735
59. Messersmith, J. G., Patel, P. C., Lepak, D. P., & Gould-Williams, J. S. (2011). Unlocking the black box: Exploring the link between high-performance work systems and performance. Journal of Applied Psychology, 96 (6), 1105 - 1118. doi:10.1037/a0024710
60. Meyer, J. P., & Allen, N. J. (1997). Commitment in workplace: Theory, research and application. CA: Thousand Oaks: Sage.
61. Meyer, J.P., Becker, T.E., & Vandenberghe, C. (2004). Employee commitment and motivation: a conceptual analysis and integrative model. Journal of Applied Psychology, 89 (6), 991-1007. doi: 10.1037/0021-9010.89.6.991
62. Meyer, J.P., & Herscovitch, L. (2001). Commitment in the workplace: Toward a general model. Human Resource Management Review, 11 (3), 299 - 326. doi:10.1016/S1053-4822(00)00053-X
63. Meyer, J. P., & Smith, C. A. (2000). HRM practices and organizational commitment: Test of a mediation model. Canadian Journal of Administrative Sciences, 17(4), 319 - 331. doi:10.1111/j.1936-4490.2000.tb00231.x
64. Meyer, J. P., Stanley, D. J., Herscovitch, L., & Topolnytsky, L. (2002). Affective, continuance and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of Vocational Behavior, 61 (1), 20 - 52. doi:10.1006/jvbe.2001.1842
65. Mitchell, R., Obeidat, S., & Bray, M. (2013). The effect of strategic human resource management on organizational performance: The mediating role of high - performance human resource practices. Human Resource Management, 52 (6), 899 - 921. doi: 10.1002/hrm.21587
66. Mostafa, A. M. S., Gould - Williams, J. S., & Bottomley, P. (2015). High - performance human resource practices and employee outcomes: The mediating role of public service motivation. Public Administration Review, 75 (5), 747 - 757. doi: 10.1111/puar.12354
67. Mowday, R.T. (1983). Beliefs about the causes of behavior: The motivational implications of attribution processes. In R.M. Steers & L.W. Porter (eds.), Motivation and work behavior (Vol. 3, pp. 352-374). New York : McGraw-Hill.
68. Mowday, R. T., Steers, R. M., & Porter, L. W. (1979). The measurement of organizational commitment. Journal of Vocational Behavior, 14 (2), 224 - 247. doi:10.1016/0001-8791(79)90072-1
69. Nishii, L.H., Lepak, D.P., & Schneider, B. (2008). Employee attributions of the “why” of HR practices: Their effects on employee attitudes and behaviors, and customer satisfaction. Personnel Psychology, 61 (3), 503 - 545. doi:10.1111/j.1744-6570.2008.00121.x
70. Ostroff, C., & Bowen, D. E. (2000). Moving HR to a higher level: HR practices and organizational effectiveness. In K. J. Klein & S. W. J .Kozlowski (Eds.), Multi-level theory, research, and methods in organizations: Foundations, extensions, and new directions (pp. 211 - 266). San Francisco : Jossey-Bass.
71. Paré, G., & Tremblay, M. (2007). The influence of high-involvement human resources practices, procedural justice, organizational commitment, and citizenship behaviors on information technology professionals turnover intentions. Group and Organization Management, 31(3), 326 - 357. doi:10.1177/1059601106286875
72. Paul, A. K., & Anantharaman, R. N. (2004). Influence of HRM practices on organizational commitment: A study among software professionals in India. Human Resource Development Quarterly, 15 (1), 77 - 88. doi:10.1002/hrdq.1088
73. Qiao, K., Khilji, S., & Wang, X. (2009). High-performance work systems, organizational commitment, and the role of demographic features in the Peoples Republic of China. The International Journal of Human Resource Management, 20 (11), 2311 - 2330. doi:10.1080/09585190903239682
74. Rode, J. C., Huang, X., & Flynn, B. (2016). A cross - cultural examination of the relationships among human resource management practices and organizational commitment : An institutional collectivism perspective. Human Resource Management Journal, 26 (4), 471 - 489. doi: 10.1111/1748-8583.12117
75. Rousseau, D. M. (1995). Psychological contracts in organizations: Understanding written and unwritten agreements. CA, Thousand Oaks : Sage.
76. Saá-Pérez, P.D., & Garcia-Falcon, J.M. (2002). A resource-based view of human resource management and organizational capabilities development. The International Journal of Human Resource Management, 13(1), 123 - 140. doi:10.1080/09585190110092848
77. Sanders, K., & Yang, H. (2016). The HRM process approach: The influence of employees attribution to explain the HRM - performance relationship. Human Resource Management, 55(2), 201-217. doi:10.1002/hrm.21661
78. Scheible, A. C. F., & Bastos, A. V. B. (2013). An examination of human resource management practices' influence on organizational commitment and entrenchment. BAR-Brazilian Administration Review, 10 (1), 57 - 76. doi: 10.1590/S1807-76922012005000011
79. Si, S., & Li, Y. (2012). Human resource management practices on exit, voice, loyalty, and neglect: Organizational commitment as a mediator. The International Journal of Human Resource Management, 23 (8), 1705-1716. doi:10.1080/09585192.2011.580099
80. Smeenk, S. G., Eisinga, R. N., Teelken, J. C., & Doorewaard, J. A. C. M. (2006). The effects of HRM practices and antecedents on organizational commitment among university employees. The International Journal of Human Resource Management, 17 (2), 2035 - 2054. doi:10.1080/09585190600965449
81. Srivastava, A. P., & Dhar, R. L. (2016). Impact of Leader member exchange, human resource management practices and psychological empowerment on extra role performances: the mediating role of organizational commitment. International Journal of Productivity and Performance Management, 65 (3), 351 - 377. doi: 10.1108/IJPPM-01-2014-0009
82. Sood, S., Bakhshi, A., & Singh, K. (2015). Gratitude and life satisfaction as predictors of organizational commitment in Anganwadi workers. Prabandhan: Indian Journal of Management, 8 (3), 48-56. doi. 10.17010/pijom/2015/v8i3/61298
83. Takeuchi, R., Chen, G., & Lepak, D. P. (2009). Through the looking glass of a social system: Cross - level effects of high - performance work systems on employees’ attitudes. Personnel Psychology, 62(1), 1-29. doi:10.1111/j.1744-6570.2008.01127.x
84. Takeuchi, N., & Takeuchi, T. (2013). Committed to the organization or the job? Effects of perceived HRM practices on employees behavioral outcomes in the Japanese healthcare industry. The International Journal of Human Resource Management, 24 (11), 2089 - 2106. doi: 10.1080/09585192.2013.767059
85. Tolentino, R. C. (2013). Organizational commitment and job performance of the academic and administrative personnel. International Journal of Information Technology and Business Management, 15 (1), 51 - 59.
86. Van De Voorde, K., & Beijer, S. (2015). The role of employee HR attributions in the relationship between high - performance work systems and employee outcomes. Human Resource Management Journal, 25 (1), 62 - 78. doi:10.1111/1748-8583.12062
87. Vui - Yee, K. (2015). The impact of strategic human resource management on employee outcomes in private and public limited companies in Malaysia. Journal of Human Values, 21 (2), 75 - 86. doi:10.1177/0971685815594257
88. Wang, S., Yi, X., Lawler, J., & Zhang, M. (2011). Efficacy of high-performance work practices in Chinese companies. The International Journal of Human Resource Management, 22(11), 2419 - 2441. doi:10.1080/09585192.2011.584406
89. Whitener, E. M. (2001). Do “high commitment” human resource practices affect employee commitment? A cross-level analysis using hierarchical linear modeling. Journal of Management, 27 (5), 515 - 535. doi:10.1177/014920630102700502
90. Woods, S.A., Poole, R., & Zibarras, L.D. (2012). Employee absence and organizational commitment. Journal of Personnel Psychology, 11 (4), 199 - 203. doi:10.1027/1866-5888/a000073
91. Wright, P. M., Dunford, B. B., & Snell, S. A. (2001). Human resources and the resource-based view of the firm. Journal of Management, 27 (1), 701 - 721. doi:10.1177/014920630102700607
92. Wright, P.M., Gardner, T.M., & Moynihan, L.M. (2003). The impact of HR practices on the performance of business units. Human Resource Management Journal, 13(3), 21-36. doi:10.1111/j.1748-8583.2003.tb00096.x
93. Wu, P. C., & Chaturvedi, S. (2009). The role of procedural justice and power distance in the relationship between high performance work systems and employee attitudes: A multilevel perspective. Journal of Management, 35 (5), 1228 - 1247. doi:10.1177/0149206308331097
94. Young, S., Bartram, T., Stanton, P., & Leggat, S. G. (2010). High performance work systems and employee well-being: a two stage study of a rural Australian hospital. Journal of Health Organization and Management, 24 (2), 182 - 199. doi:10.1108/14777261011047345
95. Yang, Y. C. (2012). High-involvement human resource practices, affective commitment, and organizational citizenship behaviors. The Service Industries Journal, 32(8), 1209 - 1227. doi:10.1080/02642069.2010.545875
96. Yu, B. B., & Egri, C. P. (2005). Human resource management practices and affective organizational commitment: A comparison of Chinese employees in a state-owned enterprise and a joint venture. Asia Pacific Journal of Human Resources, 43(3), 332 - 360. doi:10.1177/1038411105058706
97. Zhang, M., Di Fan, D., & Zhu, C. J. (2014). High-performance work systems, corporate social performance and employee outcomes: Exploring the missing links. Journal of Business Ethics, 120 (3), 423 - 435. doi:10.1007/s10551-013-1672-8