The changing relationships between work commitment, personal flexibility and employability

Suggests that commitment and flexibility have often been identified as important outcomes of HRM practice. However, the relationships between different facets of employee commitment and flexibility have not been extensively studied, while most attention has been given to organizational and labour market flexibility rather than personal flexibility. Argues that flexible organizations require senior managers who display both personal and strategic flexibility. Points out that these qualities are likely to be positively associated with some forms of commitment rather than others, at a time when there is much discussion about employability and the changing nature of psychological contracts. Presents an evaluation of a major senior manager development programme in a UK National Health Service region which was designed to enhance organizational and personal flexibility. Puts forward evidence on its impact on various facets of employee commitment, using a longitudinal/control group research design.