HR Practices and Hotel Employee Service Innovative Behavior: The Moderating Role of Creative Self-Efficacy

Mashi, Munir Shehu; Subramaniam, Chandrakantan; Johari, Johanim; Hassan, Zuraida; Abubakar, Sadiq Suleiman

doi:10.1080/1528008x.2022.2026272

Cited by 5 publications

(8 citation statements)

References 93 publications

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“…Organizations that implement HPWS provide employees with the resources, participation opportunities, and a good innovation atmosphere. These factors can improve the knowledge and skills of employees, then encourage them to increase their work involvement and stimulate their work motivation ( Mashi et al, 2022 ). From the above discussion, it can be inferred that HPWS significantly affects employee innovation behavior.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Tough Love: Impact of High-Performance Work System on Employee Innovation Behavior

2022

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Based on the social exchange theory, this paper discusses the impact of high-performance work system (HPWS) on employee innovation behavior, constructs the mediating model of challenge stress and the moderated mediation model, and explores the influence mechanism of HPWS on employee innovation behavior under the management mode of combining strictness and love formed by “strictness” under the effect of challenge stress and “love” given by perceived organizational support. Through hierarchical regression analysis of 227 employees’ survey data, the results show that HPWS positively influences employee innovation behavior. Challenge stress partially mediates the above relationship, and perceived organizational support positively moderates the mediating effect of challenge stress between HPWS and employee innovation behavior.

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Section: Theory and Hypothesesmentioning

confidence: 99%

Tough Love: Impact of High-Performance Work System on Employee Innovation Behavior

2022

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“…As this study empirically investigates employee engagement at the workplace during COVID-19 and sustainable employment, consequently, data were collected through a previously developed scale. Scale items for HR compensation and training were adopted from Gardner et al (2011), Jiang et al (2012) and Mashi et al (2022). Therefore, scale items for construct opportunity and motivation enhancing were adopted from Liao (2006) and Bag et al (2021).…”

Section: Methodsmentioning

confidence: 99%

Fostering employee work engagement and sustainable employment during COVID-19 crisis through HR practices, employee psychological well-being and psychological empowerment

Rahi

2023

ICT

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Purpose This study aims to investigate employee behavior toward work engagement with an integrative research framework that combines human resource practices, employee psychological empowerment and well-being. Moreover, the moderating effect of transformational leadership is tested between employee engagement at workplace during crisis such as COVID-19 and sustainable employment. Design/methodology/approach This study empirically investigates research framework with 353 responses retrieved from employees working in private sector organizations. The data were collected through structured, closed-ended questionnaires. For inferential analysis, structural equation modeling approach has been used. To test the predictive power of the research framework, blindfolding procedure Q2 is incorporated. Findings Statistical findings indicate that HR compensation, HR training, opportunity enhancing, motivation enhancing, psychological well-being and empowerment have explained substantial variance (R2 = 67.5%) in employee work engagement during crisis. Concerning with sustainable employment, the transformational leadership and work engagement have shown significant variance (R2 = 20.6%) in determining sustainable employment. Moving further psychological empowerment has revealed maximum effect size (f2) to determine employee engagement behavior at work place during pandemic crisis. The blindfolding procedure Q2 has exhibited substantial power to predict employee work engagement and sustainable employment during crisis such as COVID-19 pandemic. Practical implications This study has several contributions to theory and practice. Theoretically, this study develops an integrative research framework with the help of human resource practices and employee psychological factors such as employee well-being and empowerment. Therefore, practically, this research suggests that factors such as opportunity enhancing, transformational leadership and employee psychological empowerment need managerial attention to increase employee engagement at workplace and sustainable employment during pandemic crisis. Social implications With the growing concerns of layoff during pandemic crisis, employees have shown lack of interest at workplace because of psychological fears. Nevertheless, this study has established that policymakers could enhance employee engagement at workplace and sustainable employment during crisis by redesigning HR practices and improving employee psychological well-being and empowerment. In addition to that, employee psychological well-being and empowerment are considered healthy factors for human beings and nurture society at large. Originality/value This research is original as it establishes an integrative research framework grounded in HR practices, employee psychological empowerment and employee psychological well-being to investigate employee behavior at work place during crisis such as pandemic. In addition to that, this study has enriched leadership literature by examining the moderating effect of transformational leadership between employee work engagement and sustainable employment.

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“…One of the key systems vital for achieving this goal is the effective implementation of innovation-based HR practices, defined as practices purposively designed to promote innovation processes within the organisation (Kianto et al. , 2017), as empirical evidence shows that effective HR practices shape employee work outcomes (James and Lahti, 2011; Bos-Nehles and Veenendaal, 2019; Mashi et al. , 2022).…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

“…, 2022). While there is evidence to suggest that innovation-based HR practices are associated with employees' innovative work behaviour (Bos-Nehles and Veenendaal, 2019; Mashi et al. , 2022), much work has been conducted in private sector organisations, offering a vast opportunity for researchers to investigate the phenomenon in public sector organisations.…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

“…, 2022). Using the ability-motivation-opportunity (AMO) framework, which argues that HR practices can influence individual performance by enabling them to develop the necessary abilities (A), motivating them to perform through the provision of reward (M) and providing them the opportunities to participate in innovative initiatives (O), we argue that such practices set the relevant work conditions for employees to be innovative (Purcell, 2003; Bos-Nehles and Veenendaal, 2019; Mashi et al. , 2022).…”

Section: Introductionmentioning

confidence: 99%

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Fostering innovative behaviours of public sector employees: the potency of innovation-based HR practices, risk propensity and error tolerance

AlMunthiri,

Bani-Melhem,

Mohd-Shamsudin

et al. 2023

IJPSM

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PurposeAlthough the innovative behaviour of public employees is critical for the creation of public value and meeting of public interests, the authors are uncertain about the role of the human resource (HR) system in affecting individual behaviour as past studies tended to discuss innovation at the organisational level of analysis. Based on corporate human resource management (HRM) literature, the authors draw from the ability-motivation-opportunity (AMO) model to examine the influence of innovation-based HR practices on work-related risk propensity and innovative behaviour and the moderating role of perceived error tolerance of public sector organisations.Design/methodology/approachDyadic data were collected from supervisors and their subordinates in various public sector organisations in the UAE. The authors collected valid responses from 100 managers and 200 employees.FindingsThis study's findings demonstrate that the HR system in the public sector shapes employees' behaviour at the individual level of analysis, consistent with the corporate HRM literature. The authors reveal that innovation-based HR practices significantly promote employees' innovative work behaviour because they trigger their inclination and disposition to take risks. Furthermore, the authors provide evidence that such risk-taking propensity at work is heightened under the conditions of a high level of error tolerance by the organisational management.Practical implicationsThis study's findings point out the importance of implementing innovation-based HR practices, such as recruitment, reward and training, to drive public sector employees' innovative work behaviour as they could galvanise their risk-taking propensity and, subsequently, innovative behaviour. Public sector managers also need to develop an innovation culture tolerant toward employees' mistakes to further foster employees' work innovativeness. Policy wise, this study's findings could be integrated into the national innovation strategy to drive the national growth in the UAE.Originality/valueThis study sheds light on the drivers behind innovative behaviour among public employees, which is a less researched area, especially in a non-Western context.

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HR Practices and Hotel Employee Service Innovative Behavior: The Moderating Role of Creative Self-Efficacy

Cited by 5 publications

References 93 publications

Tough Love: Impact of High-Performance Work System on Employee Innovation Behavior

Tough Love: Impact of High-Performance Work System on Employee Innovation Behavior

Fostering employee work engagement and sustainable employment during COVID-19 crisis through HR practices, employee psychological well-being and psychological empowerment

Fostering innovative behaviours of public sector employees: the potency of innovation-based HR practices, risk propensity and error tolerance

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