Perceptions of HRM and their effect on dimensions of innovative work behaviour: Evidence from a manufacturing firm

Abstract

Research has shown that employees' innovative work behaviour is important for the competitive advantage of organizations. However, the question of how this innovative work behaviour can be stimulated remains unanswered. The purpose of this paper is to test empirically the effect of perceptions of four high-commitment HR practices on three dimensions of innovative work behaviour by production workers. Disentangling three dimensions of innovative work behaviour makes it conceptually possible to determine how perceived HRM can stimulate three different behavioural types linked to idea generation, idea championing, and idea application. The results of a survey among 328 workers in a Dutch manufacturing company show that four perceived HR practices (supportive supervision, training and development, information sharing, and compensation) have an effect on all three dimensions of innovative work behaviour. Overall, positively perceived supportive supervision was found to be the most beneficial practice for innovative work behaviour.

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

“…We focus on the perceptions of those HR practices that are commonly used in the high-commitment HRM literature. Veenendaal and Bondarouk (2015) observe that although there is a lack of agreement on which specific HR practices enhance high commitment (McClean & Collins, 2011;Van Esch, Wei, & Chiang, 2016), and no list of accepted HCWPs, some HR practices do show higher associations with commitment than others. Boselie, Dietz, and Boon (2005) identified employee management activities that are commonly viewed as supporting commitment.…”

“…Although previous research has established the importance of IWB in creating a sustainable competitive advantage (Van de Ven, 1986), there is still only limited understanding of how employees can be stimulated to show IWB (Janssen, 2000). Based on the belief that it is employees who frame the innovative capacity of an organization through their intelligence, imagination, and creativity (Mumford, 2000), it is argued that certain HR practices can identify, develop, evaluate, and reward IWB (Ramamoorthy et al, 2005;Veenendaal & Bondarouk, 2015).…”

“…Boselie, Dietz, and Boon (2005) identified employee management activities that are commonly viewed as supporting commitment. Based on this list, and following the selection procedure proposed by Veenendaal and Bondarouk (2015), we test the effect of perceptions of the following four HR practices on IWB: compensation system, training and development, information-sharing, and supportive supervision (Boselie, Hesselink, Paauwe, & van der Wiele, 2001). Here, rather than adopting a systems approach, we study the effect of perceptions of individual HR practices on IWB since combining the HR practices in systems loses information on why individuals behave in a certain way.…”

Human Resources and Innovative Behaviour: Improving Nursing Performance

“…However, only a few studies have examined links between employee perceptions of specific HR factors and innovative workplace behaviour (Veenendaal & Bondarouk, 2015).…”

“…Kinnie, Hutchinson, Purcell, Rayton, and Swart (2005) argue that the attitudes of employees towards HRM are important because attitudes drive discretionary behaviour, such as innovative behaviour. However, only a few studies (e.g., Sanders, Moorkamp, Torka, Groeneveld, & Groeneveld, 2010;Veenendaal & Bondarouk, 2015;Zhou, Zhang, & Montoro-Sánchez, 2011) have examined links between employee attitudes about human resource (HR) factors and the innovative behaviour of employees.…”