Do employee perception of HR training quality and manager innovation signals employee thrive?

Abstract

Using signalling and self‐perception theory, we propose and test a multilevel model that investigates the impact of aggregated high‐quality HR training on individual‐level thriving through the innovative behaviour of managers. We collected data from 192 respondents in 45 teams from various multinational organizations and analysed it using a multilevel path analytic method, specifically Hierarchical Linear Modelling. The study's findings indicate that team‐level perceived high‐quality HR training positively predicts individual‐level employee‐rated managers' innovative work behaviour and employee‐rated managers' innovative work behaviour is positively related to employees' thriving at work. This finding supports our hypothesis of an indirect positive effect from HR training quality to thriving via managers' innovative work behaviour. Furthermore, the cross‐level analysis revealed that aggregated HR training quality strengthens the relationship signal that favours the manager's innovative work behaviour, which, in turn, positively affects their own thriving at work. Our research offers novel insights into the thriving process, underscoring the importance of considering both contextual and individual factors. Our findings' theoretical and practical implications are discussed in detail, including their limitations. In conclusion, this study provides valuable knowledge to organizations, managers and employees, highlighting the significance of high‐quality HR training and innovative work behaviour in promoting employee thriving.