Linking Human Resource Practices and Talent Development Climate with Innovative Work Behaviour

2012 ◽  
Vol 2012 (1) ◽  
pp. 17347
Author(s):  
Sumita Datta ◽  
Shivganesh Bhargava
Keyword(s):  
Human Resource ◽  
Talent Development ◽  
Human Resource Practices ◽  
Innovative Work ◽  
Innovative Work Behaviour

How Common is Workplace Transformation and Who Adopts it?

ILR Review ◽  
1994 ◽  
Vol 47 (2) ◽  
pp. 173-188 ◽  
Author(s):  
Paul Osterman
Keyword(s):  
Human Resource ◽  
Low Cost ◽  
Work Organization ◽  
Human Resource Practices ◽  
Total Quality ◽  
Flexible Work ◽  
Job Rotation ◽  
Pay Systems ◽  
Innovative Work ◽  
Using Data

The author, using data on 694 U.S. manufacturing establishments from a 1992 survey, examines the incidence of innovative work practices (teams, job rotation, quality circles, and Total Quality Management) and investigates what variables, including human resource practices, are associated with the adoption of these practices. He finds that about 35% of private sector establishments with 50 or more employees made substantial use of flexible work organization in 1992. Some factors associated with an establishment's adoption of these practices are being in an internationally competitive product market, having a technology that requires high levels of skill, following a “high road” strategy that emphasizes variety, service, and quality rather than low cost, and using such human resource practices as high levels of training and innovative pay systems.

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.

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

scholarly journals Inclusive Human Resource Management (IHRM) and Innovative Work Behaviour in Telecommunication Industry in Rivers State

2021 ◽  
pp. 46-54
Author(s):  
Dr. Edwinah, Amah* ◽  
Dr. Joy Adanma Mekuri-Ndimele
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Sample Size ◽  
Human Resource ◽  
Rank Order ◽  
Sample Size Determination ◽  
Telecommunication Industry ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
Rivers State

This study examined Inclusive Human Resource Management (IHRM) and Innovative Work Behaviour in Telecommunication Industry in Rivers State. Two hundred employees from the twenty (20) telecommunications services firms were surveyed. Krejcie and Morgan (1970) sample size determination table employed in the study gave a sample size (S) of one hundred and thirty-two (132). Two null hypotheses were established and a total of one hundred and thirty-two (132) copies of the study instrument were distributed, retrieved and analyzed. The Spearman’s Rank order correlation coefficient was employed in the study. The study revealed a significant positive relationship between inclusive human resource management and innovative work behaviour (measured by generating and testing ideas and implementation). As a fall out from the study, it is was concluded that a work ambiance that supports equal opportunities and treatment to all employees is a veritable approach for spurring extra-role behaviors such as the active search, generation, championing and implementation of novel ideas for the growth and success of organization. Thus, it was recommended that telecommunication firms should: Train managers-and hold them accountable—to show that inclusivity is a core competency and identify underrepresented groups’ needs, and give them necessary support and resources.

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.

HRM and product innovation: does innovative work behaviour mediate that relationship?

2018 ◽  
Vol 56 (6) ◽  
pp. 1417-1429 ◽  
Author(s):  
Raquel Sanz-Valle ◽  
Daniel Jiménez-Jiménez
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Product Innovation ◽  
High Performance ◽  
Management Practices ◽  
Content Type ◽  
Human Resource Management Practices ◽  
Innovative Work ◽  
Innovative Work Behaviour

Purpose The purpose of this paper is to empirically analyse the mediator effect of innovative work behaviour (IWB) between the firm’s human resource management system and product innovation. Design/methodology/approach Data are collected from 225 Spanish manufacture companies. Hypotheses are tested using structured equation modelling. The structural model is estimated through partial least squares modelling. Findings The results provide strong evidence about the effect of the system of human resource management practices on both, employee’s IWB and product innovation. Furthermore, findings support the idea that employee’s IWB mediates the relationship between human resource management and product innovation. Research limitations/implications Although the study counts with the limitations of cross-sectional studies, its findings suggest that employees’ IWB fosters product innovation and that the adoption of a high-performance work system is positively associated to such behaviour. Practical implications This paper shows that companies seeking to foster product innovation should pay attention to their employees’ behaviour. In particular, they should promote that employees engage in innovative behaviours, and that adopting high-performance human resource management practices can help in this line. Originality/value Although a number of studies suggest that IWB is a key determinant of innovation and a mediator in the link between human resource management and innovation, there is no empirical research examining these relationships. This paper covers this gap detected in the literature and provides evidence supporting them.

scholarly journals Effect of Attainment Value and Positive Thinking as Moderators of Employee Engagement and Innovative Work Behaviour

2020 ◽  
Vol 6 (3) ◽  
pp. 69 ◽  
Author(s):  
Peerapong Pukkeeree ◽  
Khahan Na-Nan ◽  
Natthaya Wongsuwan
Keyword(s):  
Employee Engagement ◽  
Human Resource ◽  
Statistical Significance ◽  
Positive Thinking ◽  
Cross Sectional ◽  
Resource Officers ◽  
Human Resource Officers ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
Cross Sectional Design

Influences of attainment value and positive thinking were assessed as moderators of employee engagement and innovative work behaviour. A cross-sectional design was utilised with questionnaires submitted to 348 human resource officers to test the proposed relationships. SPSS 21 and PROCESS macro 3.1 were used for statistical analysis. Results revealed that positive thinking effectively moderated attainment value and employee engagement with regard to innovative work behaviour with statistical significance. Results can be utilised by managers and human resource departments to promote and support innovative work behaviour. Moreover, employees should be encouraged and motivated to perceive attainment value through positive thinking. Findings contribute to the literature on employee engagement and innovative work behaviour by highlighting that attainment value and positive thinking act as moderators that promote employee engagement and innovative work behaviour.

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