Examining Organizational Support Practices and Job Characteristics in Fostering Employee Commitment: A Case Study

Abstract

Aim/Purpose: This study investigated the influence of Human Resource Organizational Support (HROS) practices on employee commitment in a technology-driven business environment. Employee commitment is a strategic imperative for organizations navigating rapid innovation and digital transformation. Despite extensive research, there remains limited empirical evidence on how specific organizational support practices, such as recognition, communication, professional development, work-life balance, and employee involvement, impact employee commitment within tech-oriented workplaces in Southeast Asia. By focusing on Sun Asterisk Development Inc. in Cebu City, Philippines, this research aimed to contribute regional and industry-specific insights to the global discourse on human capital management.

Introduction/Background: This paper addresses the issue of a limited understanding of how HROS factors impact employee commitment within technology-driven and innovative environments. Drawing on Social Exchange Theory (SET) and Job Characteristics Theory (JCT), the study examined the relationships between recognition, communication, professional development, work-life balance, employee involvement, and their influence on commitment. Focusing on Sun Asterisk Development Inc., a dynamic and tech-oriented organization, the research highlights the importance of modern HR practices in enhancing employee engagement and loyalty. This study contributes valuable insights into strategies that can sustain commitment in rapidly evolving business contexts.

Methodology: A descriptive-correlational research design was employed in this study. Data were gathered from 50 purposively selected full-time employees of Sun Asterisk Development Inc., a software development company with a dynamic organizational culture. A structured survey instrument was utilized to capture employees' perceptions of HROS practices and their levels of commitment. The instrument included multiple items per construct and used a five-point Likert scale ranging from “Strongly Disagree” to “Strongly Agree.” Descriptive statistics such as means and standard deviations were used to summarize employee perceptions. Pearson’s correlation analysis was applied to examine the strength and direction of relationships between HROS indicators and employee commitment dimensions based on Job Characteristics Theory. Instrument validity was ensured through expert review, and internal consistency was established via Cronbach’s alpha coefficients.

Findings: The findings revealed that employees perceived high levels of support across all five HROS domains, with average mean scores falling under the “Strongly Agree” category. Among these, work-life balance received the highest rating (M = 3.49), followed by communication and employee involvement. Significant positive correlations were found between HROS practices and key job characteristics. Recognition and reward systems were strongly correlated with autonomy (r = .472, p < .001) and feedback (r = .411, p = .002). Communication mechanisms showed a high correlation with task significance (r = .597, p < .001), while professional development and employee involvement were positively linked to skill variety and task identity. These results suggest that reinforcing HROS factors enhances both the perceived meaningfulness of work and employee commitment.

Contribution/Impact on Society: This research contributes to the theoretical and practical understanding of employee commitment in three significant ways. First, it operationalizes the relationship between HROS and job characteristics in a single, integrated framework grounded in Social Exchange Theory and Job Characteristics Theory, addressing the call for multidimensional models in HR literature. Second, it contextualizes this framework within a Southeast Asian tech enterprise, offering localized insights often absent in mainstream HR research. Third, it introduces the Enhanced Metrics Evaluation Plan, a proposed diagnostic tool for assessing organizational support practices in technology-driven firms. This model can serve as a basis for comparative studies across industries and regions.

Recommendations: Organizations should enhance Human Resource Organizational Support by implementing robust recognition systems, open communication channels, and continuous professional development programs. Emphasizing work-life balance and actively involving employees in decision-making are essential for fostering commitment. HR practitioners should regularly assess employee perceptions through surveys and feedback mechanisms to identify areas for improvement. Additionally, managers should tailor support practices to align with employees' needs and organizational goals. Integrating flexible work arrangements and fostering a culture of appreciation can further boost commitment and reduce turnover. Future initiatives should prioritize employee well-being to sustain productivity and job satisfaction within dynamic work environments.

Research Limitations: Despite its contributions, the study had limitations. The sample size, though representative of the company’s workforce, was relatively small and drawn from a single firm, which limits the generalizability of findings. Its cross-sectional nature prevents assessment of changes over time, and reliance on self-reported data may have introduced response bias. Moreover, Objective 2, which explored the impact of job characteristics on commitment, requires further analytical depth in future iterations.

Future Research: Future studies should employ longitudinal or mixed method designs to capture evolving employee perceptions and deepen theoretical insights. Expanding the sample to include other tech firms or comparing findings with traditional industries could broaden the applicability of results. Researchers may also explore mediating or moderating effects (e.g., leadership style, organizational culture) between HROS and commitment. Finally, incorporating qualitative methods such as interviews or focus groups would enrich the interpretation of the nuanced interplay between HR practices and employee engagement.