The aim of this study is to examine the relationship between leaders’ interpersonal communication skills and nurses’ innovative behaviour. Moreover, innovative behaviour is essential for nurses in today’s dynamic healthcare systems whereby, the interpersonal communication skill has become an increasingly important factor in enhancing innovative behaviour. This study is based on the conceptual framework of interpersonal communication skills, innovative behaviour, and perceived trustworthiness. Using stratified sampling technique, questionnaires were distributed to 246 nurses’ grade U29 in three public state hospitals in the northern region of Peninsular Malaysia. Since this is a correlational study, a quantitative research method is employed to determine the existing relationship between the variables. Findings indicated that the head nurses implemented moderately all the five components of interpersonal communication skills. The existence of perceived trustworthiness was found to improve the interaction between both parties to transform nurses to generate innovation in their work. The study concluded that interpersonal communication skills are required to be implemented by leaders in enhancing nurses’ innovative behaviour.

Generational diversity plays an important role in many aspects of organizational functions including Human Resource Management (HRM). However, studies are limited to proving this role. Management understanding of the effects of generational diversity and HRM practices is very important because it can foster a positive work environment that can encourage a competent employee to remain with the organization. To achieve the objective, this study utilises descriptive research design and the data was gathered through survey questionnaires comprised of 272 non-academic staff from Malaysian Private Higher Learning Institutions (PHLIs). Results revealed that the participants moderately agree with their intention to stay in the organisation. However, generational diversity was found as not having any significant effect on the relationships between the HRM practices dimensionsperformance appraisal, training, and selection, and intention to stay. Efforts to increase the non-academic staff intention to stay should focus on enhancing the organisation's training and performance appraisal system.