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The moderating role of top management support on employees’ attitudes in response to human resource development efforts

Published online by Cambridge University Press:  18 September 2017

Jae Young Lee ,
Sunyoung Park  and
Rose Baker
Jae Young Lee
Affiliation:
Department of Workforce Education and Development, The Pennsylvania State University, University Park, PA, USA
Sunyoung Park*
Affiliation:
School of Human Resource Education and Workforce Development, Louisiana State University, Baton Rouge, LA, USA
Rose Baker
Affiliation:
Department of Learning Technologies, University of North Texas, Denton, TX, USA
*
Corresponding author: [email protected]
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Abstract

The purpose of this study is to investigate the relationships among human resource development (HRD) efforts, top management support, and employees’ attitudes (job satisfaction and organizational commitment) in the Korean context. Based on the Korean Human Capital Corporate Panel survey data, 3,899 responses from 159 large companies were analyzed by adopting hierarchical multiple regression analysis and a regression-based path analysis. The results indicated that HRD efforts positively affected organizational commitment through job satisfaction. In addition, job satisfaction had a moderated mediation effect on the interaction of HRD efforts and top management support on organization commitment. Finally, top management support moderates the relationship between HRD efforts and employees’ attitudes such that increased top management support for HRD efforts improves employees’ job satisfaction and organizational commitment.

Keywords

human resource developmenttop management teamsjob satisfactioncommitment
Type
Research Article
Information
Journal of Management & Organization , Volume 24 , Issue 3 , May 2018 , pp. 369 - 387
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2017 

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