Job Design and Innovative Work Behavior: One Size Does Not Fit All Types of Employees

Spiegelaere, Stan De; Gyes, Guy Van; Hootegem, Geert Van

doi:10.7341/2012841

Cited by 50 publications

(52 citation statements)

References 37 publications

(53 reference statements)

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“…Evidence of this effect has been found by various researchers including De Spiegelaere et al (2012) and Ramamoorthy et al (2005).…”

Section: Hrm and Iwbmentioning

confidence: 69%

“…Both hypotheses are based on fear, which in general would not be seen as a strong motivation for IWB. De Spiegelaere et al (2012) studied insecurity over job content: that employees fear that the content of their work might change, rather than employment insecurity (fear of losing one's job). In this respect, they were able to show evidence for both the positive and negative hypotheses of the influence of job security on IWB.…”

Section: Iwbmentioning

confidence: 99%

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HRM and innovative work behaviour: a systematic literature review

2017

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download. Purpose -Although we know that HRM practices can have a huge impact on employees' innovative work behaviour (IWB), we do not know exactly which practices make the difference and how they affect IWB. Thus, the purpose of this paper is to determine the best HRM practices for boosting IWB, to understand the theoretical reasons for this, and to discover mediators and moderators in the relationship between HRM practices and IWB. Design/methodology/approach -Based on a systematic review of the literature, the authors carried out a content analysis on 27 peer-reviewed journal articles. Findings -Working with the definitions and items provided in the articles, the authors were able to cluster HRM practices according to the ability-motivation-opportunity framework. The best HRM practices for enhancing IWB are training and development, reward, job security, autonomy, task composition, job demand, and feedback. Practical implications -The results of this study provide practical information for HRM professionals aiming to develop an HRM system that generates innovative employee behaviours that might help build an innovative climate. Originality/value -A framework is presented that aggregates the findings and clarifies which HRM practices influence IWB and how these relationships can be explained.

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“…Evidence of this effect has been found by various researchers including De Spiegelaere et al (2012) and Ramamoorthy et al (2005).…”

Section: Hrm and Iwbmentioning

confidence: 69%

Section: Iwbmentioning

confidence: 99%

HRM and innovative work behaviour: a systematic literature review

2017

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“…Although the JD-R theory states that job resources result in positive work outcomes, and that it is job demands that result in negative work outcomes, other researchers have shown that job demands are positively associated with IWB (De Spiegelaere, Van Guys, & Van Hootegem, 2012;Janssen, 2000;Wu, Parker, & de Jong, 2014). Here, job demands can be understood as challenges that motivate employees to seek new ways to deal with their work (De Spiegelaere et al, 2012;Wu et al, 2014). Our production employees may have been 'made too comfortable' because they were provided with multiple job resources but no such job demands (Veenendaal & Bondarouk, 2015, p. 154).…”

Section: Theoretical Implicationsmentioning

confidence: 99%

Perceptions of HR practices and innovative work behavior: the moderating effect of an innovative climate

Bos-Nehles

Veenendaal

2017

The International Journal of Human Resource Management

197

192

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The purposes of this paper are to explore the effect that perceived HR practices have on the innovative work behavior (IWB) of individual workers and to examine the role that an innovative climate plays in this relationship. We hypothesize that employees will show greater IWB if they perceive the organizational climate to support innovation and perceive the presence of HR practices related to a compensation system, training and development, information sharing, and supportive supervision. Using data from 463 individuals in four Dutch manufacturing companies, the study tests the effects of employees' perceptions of HR practices and of an innovative climate on their innovative behaviors. We found that employee perceptions of a compensation system are negatively related to IWB, and that employee perceptions of information sharing and supportive supervision are positively related to IWB. The effect of perceptions of information sharing and training and development on IWB are moderated by an innovative climate, in such a way that information sharing has a stronger effect on IWB and training and development a weaker one. Managers can stimulate innovative behavior by investing in information sharing, supportive supervision, and establishing an innovative climate.

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“…Recientemente, ha surgido el concepto de comportamiento innovador en el trabajo (Innovative Work Behaviour "IWB") para referirse a los empleados que se implican en actividades innovadoras (De Spiegelaere et al, 2012). El comportamiento innovador en el trabajo aglutina una serie de actividades dirigidas hacia el reconocimiento, desarrollo, modificación, adopción e implementación de ideas (Van de Ven, 1986;Scott y Bruce, 1994).…”

Section: Innovación Y Comportamiento Innovador En El Trabajounclassified

“…Los indicadores se muestran agrupados y clasificados según la dimensión a la que pertenecen, de acuerdo con el Modelo FINCODA de competencia de innovación. (Watts et al, 2012;Scott & Bruce, 1994) Generate original solutions for problems or to opportunities (De Spiegelaere et al, 2012;Janssen, 2000) CRITICAL THINKING Evaluate the advantages and disadvantages of actions or ideas (Watts et al, 2012;Kleysen & Street, 2001;Janssen, 2000) Develop and experiment with new ways of problem solving (Choi, 2004) (De Spiegelaere et al, 2012;Kleysen & Street, 2001) Use an action-based approach: develop goals, collect information, make plans for executing them (Patterson et al, 2009;De Spiegelaere et al, 2012) TEAMWORK Interact effectively with others to facilitate the gathering, integrating and conveying of information in many forms (Watts et al, 2012;Choi, 2004) Identify sources of conflict between oneself and others, or among other people, and to take steps to overcome disharmony (Berdrow & Evers, 2010;Watts et al, 2012 ) NETWORKING Identify the appropriate decision makers and stakeholders who have the power to make a difference (Watts et al, 2012) Build relationships outside the team/organization (Ferris et al, 2005) …”

confidence: 99%

Indicadores de comportamiento de la competencia de innovación en el ámbito académico y en el profesional: revisión de la literatura

Mas

Peñalver

Fleta

et al. 2016

Libro De Actas IN-RED 2016 - II Congreso Nacional De Innovación Educativa Y De Docencia en Red

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IntroducciónLas empresas y organizaciones se encuentran en un momento imparable de búsqueda y de superación de los retos del siglo XXI y han puesto énfasis en el potencial que proporciona la innovación a la hora de adaptarse a las nuevas dinámicas de un mundo cada vez más globalizado y en cambio permanente. La competencia de innovación que tiene un empleado, o la que podría tener, es una cualidad que a cualquier equipo de recursos humanos le gustaría poder requerir en el momento de la selección de personal o de contratación. Además, la innovación es uno de los elementos que fomenta una mayor productividad y crecimiento de las empresas, y hace que estas puedan convertirse en referentes de impacto en sus respectivas áreas (Aznar-Mas et al., 2015).La investigación académica realizada sugiere que las características y los comportamientos de los individuos en el lugar de trabajo son la base para la innovación en las empresas (Patterson et al., 2009) El proyecto europeo INCODE (Innovation Competencies Development), llevado a cabo de 2011 a 2013, tuvo como objetivo garantizar el éxito de la transferencia de las ideas innovadoras al producto innovador, y de los servicios que dependían de la integración del conocimiento pedagógico a las actividades de innovación del entorno laboral. INCODE desarrolló un barómetro para su utilización como herramienta de evaluación de la innovación en el entorno universitario. El trabajo que ahora se presenta, parte del anterior Aznar-Mas, L. E.,

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Job Design and Innovative Work Behavior: One Size Does Not Fit All Types of Employees

Cited by 50 publications

References 37 publications

HRM and innovative work behaviour: a systematic literature review

HRM and innovative work behaviour: a systematic literature review

Perceptions of HR practices and innovative work behavior: the moderating effect of an innovative climate

Indicadores de comportamiento de la competencia de innovación en el ámbito académico y en el profesional: revisión de la literatura

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