man, 1984). As the concept of human resources management gained acceptance in Americanorganizations, the concept itself was subjected to intensive review and development. One result was the recogni tion that human resource management should be subjected to the strategic planning and management process (Chrunden, and Sher man, 1984). This recognition was quickly followed by a reali zation that an effective human resources strategy could provide an organization with a competitive advantage (Chrunden, and Sherman, 1984). Thus, was born strategic human resources man agement.
At the beginning of the 1990s, strategic human resources management continues to evolve. Many of the important aspects of strategic human resources management in the 1990s are likely unknown at the beginning of the decade.
The external frame of reference I have applied to evaluate human resources management is combination of efforts required for the development of organizational commitment, and the development of managers within organizations. The motivation of an organization's employees is a key task in effective human resources management. Motivation is best developed through models designed to cause members of an organization to develop a commitment to it. Organizational commitment is defined as a (1) strong desire to remain as a member of a specific organiza tion, (2) willingness on the part of an individual to exert high levels of effort for a specific organization, and (3) belief in and acceptance of organizational values and goals by an individual (Porter, and Smith, 1970). The development of organizational commitment is a joint responsibility of human resources management, and line management.
Research Findings on Organizational Commitment
A 1981 study (Angle, and Perry) examined organizational commitment among bus drivers in transit companies. For mea surement, organizational commitment was operationalized in the contexts of (1) ...