Internal and external organizational changes due to the economic downturn influence organizational commitment. This case study explored how subordinates, supervisors, and managers in a South Atlantic state hotel experienced organizational commitment during an economic downturn. The researcher used a cross-sectional, qualitative, single case study and three focus group interviews to gain multiple perspectives on organizational commitment during an adverse economic event. The study results also provided insight into human resources management practices role in managing organizational commitment during adverse economic events. The study findings suggested that practitioners can use human resources management practices such those promoting thanks, communication, fairness, compensation, family atmosphere, and career development opportunities to manage organizational commitment during an economic crisis. Furthermore, the findings suggested that organizational commitment experiences were often times similar among line, supervisor, and manager hierarchical subgroups. The study findings also revealed several themes relating to the study topic that were not fully addressed in this research. Therefore, additional research is needed to shed light on these aspects of managing organizational commitment during adverse events.
|Subjects||Management; Organization theory; Organizational behavior|
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