The mediating effect of meaningful work between human resource practices and innovative work behavior: a study of emerging market

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nishant Singh ◽  
Umesh Bamel ◽  
Veena Vohra
Keyword(s):  
Human Resource ◽  
Emerging Market ◽  
Meaningful Work ◽  
Mediating Effect ◽  
Work Behavior ◽  
Human Resource Practices ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Performance Based Evaluation

PurposeThis study is aimed at examining the mediating effect of meaningful work (MFW) between human resource practices (HRP) i.e. staffing, training, participation, performance-based evaluation, and reward with innovative work behavior (IWB) of Indian small and medium-sized enterprise (SME) employees.Design/methodology/approachThis is a cross-sectional study with data of 199 respondents collected from the Indian SME sector. The mediation path was analyzed using multiple hierarchical regression analysis and processes.FindingsResults of the study indicate that human resource practices, i.e. staffing, training and participatory decision making, are positively related to IWB; MFW mediates the relationships between these human resource practices and IWB. Interestingly, performance-based evaluation and reward are not found to be related positively to IWB in SMEs.Originality/valueThe study adds value to SME literature on how SMEs may promote innovation amongst their employees. In addition, the findings of the present study add to human resource management (HRM) literature regarding practices in Indian SMEs.

Managing innovative work behavior: the role of human resource practices

2014 ◽  
Vol 43 (2) ◽  
pp. 184-208 ◽  
Author(s):  
Isabel Ma Prieto ◽  
Ma Pilar Pérez-Santana
Keyword(s):  
Work Environment ◽  
Human Resource ◽  
Work Behavior ◽  
Future Research ◽  
Human Resource Practices ◽  
Management Support ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work

Purpose – The purpose of this paper is to examine the role of high-involvement human resource practices in the innovative work behavior of employees, with the mediation of supportive work environment conditions. Design/methodology/approach – The study uses regression analysis to test the hypotheses in a sample of 198 Spanish firms. Findings – The results indicate that ability-enhancing and opportunity-enhancing human resource practices are positively related to innovative work behaviors with the mediation of two work environment variables: management support and coworkers support. This study discusses results and highlights limitations and future research directions. Originality/value – Previous researchers have identified employees as important sources of innovation, but systemic empirical research has not been fully applied to examine the relationship between human resource management (HRM) and employees' innovative work behavior.

The effect of servant leadership on innovative work behavior and employee knowledge sharing in the Latvian ICT sector

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fadi Youssef Bou Reslan ◽  
Zanete Garanti ◽  
Okechukwu Lawrence Emeagwali
Keyword(s):  
Servant Leadership ◽  
Knowledge Sharing ◽  
Psychological Needs ◽  
Mediating Effect ◽  
Work Behavior ◽  
Equation Modeling ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Ict Companies

PurposeThis study aims to peruse the underlying effect of servant leadership (SL) on innovative work behavior (IWB) and employee knowledge sharing behavior (KSB), directly and through the mediating effect of job autonomy (JA), by using autonomous psychological needs of self-determination theory and embracing Hofstede's framework in information and telecommunication technology (ICT) companies in Latvia.Design/methodology/approachA quantitative analysis of data from 271 employees and managers in Latvian ICT companies was used by applying structural equation modeling.FindingsThe result discloses that SL can promote IWB and KSB directly and through mediating effects of JA.Research limitations/implicationsThe research is constricted by geography and sample data representation from a specific sector. Hence, future studies can determine the gender effects, carry out more preventive measures to avoid common method bias between constructs, measure antecedents and the mediator before outcomes and examine JA as a moderator.Practical implicationsThe findings demonstrate that the Latvian ICT sector should recruit managers with SL potentials, train and equip managers with the required resources to implement SL practices properly and integrate JA across the organization to increase the manifestation of IWB and KSB.Originality/valueThis paper is the first to examine JA as the underlying process through which SL’s effects on IWB and KSB are explained in an individualistic country.

Can human resource flexibility disentangle innovative work behavior among hospitality employees? The roles of harmonious passion and regulatory foci

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tuan Trong Luu
Keyword(s):  
Human Resource ◽  
Work Behavior ◽  
Equation Modeling ◽  
Innovative Behavior ◽  
Promotion Focus ◽  
Harmonious Passion ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Hospitality Organizations ◽  
Innovative Work

Purpose The ongoing improvement of hospitality services stems from innovative behavior among employees. This study aims to investigate how and when human resource (HR) flexibility promotes hospitality employees’ innovative work behavior. Design/methodology/approach The data were garnered from 438 employees and 67 managers from 19 hotels operating in Vietnam. Multilevel structural equation modeling was used to analyze the data. Findings The positive association was observed between HR flexibility and innovative work behavior. Harmonious passion functioned as a mediator for such a relationship. While promotion focus was found to positively interact with HR flexibility to predict employee harmonious passion, prevention focus demonstrated an attenuating effect on the association between HR flexibility and harmonious passion. Practical implications The findings suggest that hospitality organizations can promote innovative work behavior among employees through building skill and behavioral flexibility, as well as flexibility in HR practices. Hospitality organizations should also realize the role of harmonious passion as a mechanism that can channel HR flexibility into innovative work behavior and the interactive effect of promotion focus and HR flexibility on fostering harmonious passion and, in turn, innovative work behavior. Originality/value This inquiry advances the strand of research on the HR management-innovative behavior linkage by offering insights into how and when HR flexibility promotes innovative work behavior among hotel employees.

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

2017 ◽  
Vol 23 (8) ◽  
pp. 7505-7507 ◽  
Author(s):  
Ahmad Nizan Mat Noor ◽  
Shaiful Annuar Khalid ◽  
Mohamad Niza Md Nor ◽  
Zulaiha Ahmad ◽  
Nurwahida Fuad ◽  
...  
Keyword(s):  
Human Resource ◽  
Work Behavior ◽  
Human Resource Practices ◽  
High Involvement ◽  
Innovative Work Behavior ◽  
Innovative Work

High-involvement HRM practices and innovative work behavior among production-line workers: mediating role of employee's functional flexibility

2020 ◽  
Vol 42 (4) ◽  
pp. 883-902
Author(s):  
Muhammad Yasir ◽  
Abdul Majid
Keyword(s):  
Empirical Evidence ◽  
Mediating Effect ◽  
Work Behavior ◽  
Substantial Contribution ◽  
High Involvement ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Functional Flexibility ◽  
Hrm Practices ◽  
Innovative Work

PurposeFollowing “AMO” framework and resource-based theory (RBT), the current study empirically examines the relationships between high-involvement human resource management (HI HRM) practices, employee functional flexibility (FF) and innovative work behavior (IWB). Furthermore, the mediating effect of FF has also been tested.Design/methodology/approachDescriptive statistics, correlation, hierarchical regression analysis, baron and Kenny, PROCESS Macro and Sobel Test approach were used on a sample of 894 employees of manufacturing concerns.FindingsFindings revealed a direct effect of HI HRM practices on FF and IWB. In addition, the results confirm that FF positively mediates between HI HRM practices and IWB. Furthermore, three dimensions of HI HRM practices, i.e. ability-enhancing (AE), motivation-enhancing (ME) and opportunity-enhancing (OE) HRM practices also predicted FF and IWB.Practical implicationsThis study not only offers the empirical evidence to validate the findings of past researchers, but also provide insight how HI HRM practices flourish the mechanism of FF in manufacturing concerns. Furthermore, this study highlighted some interesting facts that should be meaningful options for HR managers to enhance the level of employees' FF and IWB.Originality/valueAlthough the empirical evidence is well established that HI HRM practices have a substantial contribution for organizational performance, however, there is lack of studies that empirically examine the associations among HI HRM practices, employee's competencies and behaviors, as well as the mechanism through which HI HRM practices affect work related innovative behavior. Finally, in distinguishing from the past studies, this study explores HI HRM practices as an important predictor of FF in addressing the IWB.

Workplace spirituality, perceived organizational support and innovative work behavior

2017 ◽  
Vol 29 (2) ◽  
pp. 95-109 ◽  
Author(s):  
Bilal Afsar ◽  
Yuosre Badir
Keyword(s):  
Organizational Support ◽  
Perceived Organizational Support ◽  
Workplace Spirituality ◽  
Mediating Effect ◽  
Work Behavior ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Relationship Of ◽  
First Time

Purpose Synthesizing theories of innovative work behavior, workplace spirituality and person-organization (P-O) fit, this paper aims to build and test a theoretical model linking workplace spirituality, perceived organizational support (POS) and innovative work behavior via P-O fit. This study examined the mediating effect of P-O fit on the relationship of workplace spirituality and POS with innovative work behavior (IWB). Design/methodology/approach A sample of 434 employees and 59 supervisors from five leading hotels of China was used for this study. Findings This study found that workplace spirituality and POS both positively affected P-O fit. Workplace spirituality, P-O fit and POS positively influenced innovative work behavior. P-O fit acted as a partial mediator between workplace spirituality and IWB and between POS and IWB. Originality/value This study has tested the effect of workplace spirituality as an antecedent of innovative work behavior for the first time.

The role of job crafting and knowledge sharing on the effect of transformational leadership on innovative work behavior

2019 ◽  
Vol 48 (5) ◽  
pp. 1186-1208 ◽  
Author(s):  
Bilal Afsar ◽  
Mariam Masood ◽  
Waheed Ali Umrani
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Mediating Effect ◽  
Work Behavior ◽  
Job Crafting ◽  
Cross Sectional ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
The Relationship

Purpose The purpose of this paper is to examine the effect of transformational leadership on an employee’s innovative work behavior through job crafting. In addition, the study explores the moderating effect of knowledge sharing behavior in the relationship between transformational leadership and innovative work behavior. Design/methodology/approach A quantitative and cross-sectional approach was used to collect data. Data were collected from 325 subordinates and 126 supervisors working in the hotel industry. Subordinates were asked to rate transformational leadership style of their respective supervisors and their own job crafting and knowledge sharing behaviors. Supervisors were asked to rate innovative work behavior of their respective subordinates. Findings The results showed that job crafting behaviors (increasing structural job resources, increasing social resources and increasing job challenges) mediated the effect of transformational leadership on an employee’s innovative work behavior. Moreover, knowledge sharing moderated the relationship between transformational leadership and innovative work behavior. Practical implications Organizations may reap the benefits of an innovative workforce by selecting, nurturing and developing transformational leaders who facilitate employees to proactively craft a challenging and resourceful work environment. Originality/value This is the first study to test the mediating effect of job crafting behaviors on the relationship between transformational leadership and innovative work behavior.

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