Committed to the organization or the job? Effects of perceived HRM practices on employees' behavioral outcomes in the Japanese healthcare industry

Norihiko Takeuchi, Tomokazu Takeuchi

Research output: Contribution to journalArticle

18 Citations (Scopus)


This paper attempts to document how employees' perceptions of organizations' human resource management (HRM) practices influence their work behavior and outcomes, including the level of turnover intentions and job quality improvement, in a Japanese organizational and management context. In particular, an examination was made to clarify the mediating role of person-environment (P-E) fit and multiple aspects of work commitment to reach possible explanations of the relationships between perceived HRM practices and employees' behavioral outcomes, following recent work that studied the above linkages. The results of structural equation modeling using a sample of 1052 healthcare service employees in Japan provided basic support for the idea that the effects of HRM practices and employees' behavioral outcomes are neither direct nor unconditional. Moreover, employees' evaluations of their fit and commitment to their organizations were found to be the important mediators of the relationships between perceived HRM practices, while their evaluations of their fit to and involvement in their jobs were not. The findings are used to discuss why the specific forms of P-E fit and work commitment appear salient in Japanese organizations. The generalizability of the findings and the limitations of the study are discussed.

Original languageEnglish
Pages (from-to)2089-2106
Number of pages18
JournalInternational Journal of Human Resource Management
Issue number11
Publication statusPublished - 2013 Jun 1



  • Japan
  • job involvement
  • organizational commitment
  • person-environment (P-E) fit
  • turnover intentions

ASJC Scopus subject areas

  • Strategy and Management
  • Organizational Behavior and Human Resource Management
  • Management of Technology and Innovation

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