THE IMPACT OF HRM PRACTICES ON ORGANIZATIONAL IDENTITY IN THE LEGAL PROFESSION

Abstract

This study investigates the impact of Human Resource Management (HRM) practices on organizational identity within the legal sector, focusing on Chinese law firms. It employs Social Exchange Theory and Social Identity Theory to evaluate how recruitment and selection, training, compensation, performance evaluation, and career advancement affect organizational identity and employee retention. A cross-sectional survey of attorneys in Hubei Province utilized known measurement instruments to evaluate views of human resource management practices and organizational identity. The findings demonstrate that HRM approaches substantially improve organizational identity by cultivating a sense of belonging, emotional attachment, and congruence between individual and company ideals. Training and career development emerged as primary factors in enhancing company identity, whereas remuneration and performance evaluation served as ancillary components. The results underscore the significance of a holistic HRM strategy in fostering company identification, thereby decreasing turnover intentions among legal practitioners. This study enhances the literature on HRM and organizational behavior by elucidating the processes by which HRM practices affect organizational identity in knowledge-intensive sectors. Law firm managers must adopt HRM methods that emphasize employee development, synchronize individual and company objectives, and cultivate a unified corporate culture. Subsequent study should broaden its geographic reach and investigate additional mediating variables to have a more thorough comprehension of this link.