High-commitment human resource (HR) practices’ influence on harmonious passion for work and affective commitment in a non-governmental organisation (NGO) setting in Ghana

Abstract

This study examined high-commitment human resource (HR) practices’ influence on non-governmental organisation (NGO) employees’ harmonious passion for work, affective organisational commitment, and task performance in a developing economy. We surveyed 210 managers and 528 employees (female = 43.85%; mean age = 29 years, SD = 4.15 years) of healthcare NGOs in Ghana. Structural equation modelling analysis indicated high-commitment HR practices to directly influence high employees’ task performance. Moreover, high-commitment HR practices predicted employees’ affective organisational commitment and harmonious passion for work. Both employees’ affective organisational commitment and harmonious passion predicted employees’ task performance. Findings are consistent with social exchange theory’s proposition of mutual reinforcement by management practices (actions) and employees’ performances.