Effects of Human Resource Management Systems on Employee Proactivity and Group Innovation

Abstract

Proactivity is vital to innovative changes in the workplace. However, existing research on proactivity has rarely addressed how human resources management (HRM) systems induce proactive behavior and influence group innovation. Indeed, HRM systems are considered primary tools that organizations utilize to derive specific behaviors from their employees. Thus, examining the relationship between HRM systems and proactivity and its link to subsequent outcomes is a worthwhile pursuit. To examine how HRM systems influence proactive behavior, we investigated the effects of HRM systems on three psychological states, namely, role breadth self-efficacy, felt responsibility for change, and trust in management. Furthermore, we suggested that, facilitated by members’ proactive behaviors, group creative processes can spur group innovation. We conducted two multilevel studies to test our hypotheses, and the results generally supported our theoretical arguments. Exploring the process through which HRM influences proactive behavior and subsequent innovation outcomes, this study contributes to the literatures on HRM, proactivity, and innovation by elucidating the HRM–innovation relationship and suggesting HRM systems as meaningful antecedents to proactivity.

HR Practices for Supporting Interpersonal Trust and Its Consequences for Team Collaboration and Innovation

“…The current literature lacks an explanation of how HR practices affect innovation [113,128]. There is a need to understand how HR management can drive innovation in teams [55]. Our key findings address this issue and provide an explanation of how HR practices can lead to innovation.…”

“…The link between HR and innovation has been suggested as an interesting area of research [55,131]. However, the role of team rewards, workload sharing, and competency development has not been examined as a trigger for interpersonal trust, which impacts team collaboration and as a result supports innovation.…”

“…The verified connection between HR practices built upon the Shea and Guzzo model [37] and interpersonal trust has theoretical implications. Further, it captures the role of HR management in increasing innovation and addresses the gap in the current literature [55,131]. By using SET as a framework to analyze the links between HR practices and collaboration-driven trust that induces innovation, we contribute to the existing theoretical literature.…”

“…The HR practices used in the Shea and Guzzo model [37] highlight the importance of building interpersonal relationships in teams. Further, these HR practices encompass mechanisms nurturing team relationships [55]. As such, these can be implemented as a component of strategic HR management.…”

MNEs’ Subsidiary HRM Practices and Firm Innovative Performance: A Tacit Knowledge Approach

“…Because of firm-level differences that function as contingent forces, the effect of HRM practices on innovation performance has shown unequal results in the literature [16][17][18]66]. Contradictory views among scholars have been assigned various reasons, including the methodological approach, a combination of different industries, the distinct process of innovation, and the absence of a universal construct of HRM practices.…”