@article {Gellatly:April 2009:0958-5192:869,
	author = "Gellatly, Ian",
	author = "Hunter, Karen",
	author = "Currie, Luanne",
	author = "Irving, P. Gregory",
	title = "HRM practices and organizational commitment profiles",
	journal = "International Journal of Human Resource Management",
	volume = "20",
	year = "April 2009",
	abstract = "In this study, we examined how employee perceptions of development-oriented, stability-oriented, and reward-oriented human resource management (HRM) practices affected the likelihood of affective and continuance commitment profile membership. Our focus on profiles of combined commitment components is a departure from a literature dominated by studies of the separate forms of employee commitment. Drawing from self-determination theory (Deci and Ryan 2000) we described the nature of the psychological states believed to underlie the specific profiles under investigation, then tested a series of theoretical predictions concerning the link between HRM practices and the likelihood of profile membership. Predictor and criterion data for this study were collected from 317 respondents working in a variety of Canadian-based organizations. Our findings suggest ways that organizations can use HRM practices strategically to help shape the nature of overall employee commitment.",
	pages = "869-884(16)",
	url = "http://www.ingentaconnect.com/content/routledg/rijh/2009/00000020/00000004/art00008"
	doi = "doi:10.1080/09585190902770794"
}