Relationship Between High-Involvement Human Resource Practices and Innovative Work Behavior

Noor, Ahmad Nizan Mat; Khalid, Shaiful Annuar; Nor, Mohamad Niza Md; Ahmad, Zulaiha; Fuad, Nurwahida; Abdullah, Nik Azlina Nik

doi:10.1166/asl.2017.9509

Cited by 3 publications

(4 citation statements)

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“…This research mainly focuses on the employee's functional flexibility (Yasir and Majid, 2020), psychological empowerment (Rehman et al. , 2019) and attitudes (Noor et al. , 2017) when exploring the mechanisms via which HIWPs influence employee innovative behavior.…”

Section: Introductionmentioning

confidence: 99%

“…First, previous studies reported that HIWPs influence employee innovative behavior via functional flexibility (Yasir and Majid, 2020), psychological empowerment (Rehman et al. , 2019) and attitudes (Noor et al. , 2017).…”

Section: Introductionmentioning

confidence: 99%

“…The existing research suggests that HIWPs can facilitate employee learning (Liu, 2018), reduce emotional exhaustion (Oppenauer and Van De Voorde, 2018) and enhance employee innovative behavior (Yasir and Majid, 2020). This research mainly focuses on the employee's functional flexibility (Yasir and Majid, 2020), psychological empowerment (Rehman et al, 2019) and attitudes (Noor et al, 2017) when exploring the mechanisms via which HIWPs influence employee innovative behavior. However, it ignores the important role of individuals' dynamic cognitive reactions between HIWPs and employee innovative behavior, and fails to explore the mechanisms behind and boundary conditions of HIWPs as they influence employee innovative behavior.…”

Section: Introductionmentioning

confidence: 99%

“…The present research contributes to the existing literature in several ways. First, previous studies reported that HIWPs influence employee innovative behavior via functional flexibility (Yasir and Majid, 2020), psychological empowerment (Rehman et al, 2019) and attitudes (Noor et al, 2017). They ignore the significance of individuals' dynamic cognitive reactions in the relationship between HIWPs and employee innovative behavior.…”

Section: Introductionmentioning

confidence: 99%

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How and when high-involvement work practices influence employee innovative behavior

Wang

Cui

Cai

et al. 2022

IJM

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PurposeBased on social information processing (SIP) theory, this study explores the cross-level effect of high-involvement work practices (HIWPs) on employee innovative behavior by studying the mediating role of self-reflection/rumination and the moderating role of transactive memory system (TMS).Design/methodology/approachThis study collects data from 452 employees and their direct supervisors in 94 work units, and tests a cross-level moderated mediation model using multilevel path analysis.FindingsThe results suggest that HIWPs significantly contribute to employee innovative behavior. Both self-reflection and self-rumination mediate the above relationship. TMS not only positively moderates the relationship between HIWPs and self-reflection, but also reinforces the linkage of HIWPs. →self-reflection→employee innovative behavior. Furthermore, TMS negatively moderates the relationship between HIWPs and self-rumination, and attenuates the mediating effect of self-rumination.Practical implicationsThe study suggests that enterprises should invest more in promoting HIWPs and TMS in the workplace. Furthermore, managers should provide employees training programs to enhance their self-reflection, as well as lower self-rumination, in order to facilitate employee innovative behavior.Originality/valueThis research identifies self-reflection and self-rumination as key mediators that link HIWPs to employee innovative behavior and reveals the moderating role of TMS in the process.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

How and when high-involvement work practices influence employee innovative behavior

Wang

Cui

Cai

et al. 2022

IJM

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The Influence of High-Involvement Human Resources Practices on Proactive Behavior

Chen

Jun-rong

2021

E3S Web Conf.

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This research is based on the theory of self-determination, and focuses on how high-involvement human resources practices can promote employee’ proactive behavior. Through the analysis of 328 questionnaire data, the results show that high-involvement human resources practices promote proactive behavior, and this process is realized through the intermediary effect of thriving at work. This research broadens the theoretical research on the impact of high-involvement human resources practices, and explores the mechanism and practical significance of the organization’s adoption of effective human resource practices to promote proactive behavior.

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Do High-Performance Work Practices Induce Innovative Work Behaviour? The Case of the Qatari Banking Sector

Obeidat

2020

Int. J. Innov. Mgt.

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Purpose: This paper presents results from an empirical study in the banking sector in Qatar on the impact of high-performance work practices (HPWPs) on employee’s innovative work behaviour (IWB). In particular, the study seeks to examine the impact of HPWP on employees work attitudes of job satisfaction and organisational commitment, and of the possible mediating link of employees’ attitudes (i.e., satisfaction and commitment) on HPWPs and IWB link. Methodology: Data were collected from employees about their perception of the use of HPWPs in their banks and about their level of satisfaction at work, their perceived commitment, and their innovative work behaviour. The sample included 150 employees working in different banks at Qatar. Findings: The findings suggest that HPWPs are positively related to job satisfaction, organisational commitment, and IWB. Also, the study provides support for the mediating effect of organisational commitment on the HPWPs and IWB link. Practical implications: When trying to inspire employees IWB through managerial practices (like HPWPs) in Qatari banks, management needs to pay attention to employees work related attitudes such as job satisfaction and organisational commitment. Limitations: The unique characteristics of the Qatari banks limits the generalizability of the study findings. Originality: This is the first study that explores the mediating role of job satisfaction and organisational commitment on HPWPs-IWB link after conducting a comprehensive PLS analysis. Moreover, the study provides evidence of this possible link in what is believed to be unique study setting.

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Relationship Between High-Involvement Human Resource Practices and Innovative Work Behavior

Cited by 3 publications

References 0 publications

How and when high-involvement work practices influence employee innovative behavior

How and when high-involvement work practices influence employee innovative behavior

The Influence of High-Involvement Human Resources Practices on Proactive Behavior

Do High-Performance Work Practices Induce Innovative Work Behaviour? The Case of the Qatari Banking Sector

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