Employees' perceptions of high-performance work systems and innovative behaviour: The role of exploratory learning

Escribá-Carda, Naiara; Benavent, Francisco Balbastre; Canet-Giner, María Teresa

doi:10.1016/j.emj.2016.11.002

Cited by 67 publications

(66 citation statements)

References 86 publications

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“…However, there is a lack of agreement in the specialist literature about how to accurately define a high-performance work system [36,37] and the human resource practices contained in them [42]. Although western scholars (e.g., Huselid [37]; Delery, Doty [43]) have explored the constitution of a high-performance work system, which include selection, training, performance appraisal, incentive compensation, career development and work safety [44], compared with the East, especially for China, which is undergoing economic and social transformation, this is obviously not enough literature. Since the human resource practices proposed by Western scholars pay more attention to the “commitment-based” practice, but the industrialization of China started late, even if China has already constructed a complete industrial system, the quality of talents is still uneven.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…In addition, bounded rationality and rational choice theory point out that perceptions are influenced by our background and cognitive limitations, making us interpret some human resource practices in different ways. Consequently, our perceptions make us evaluate a situation in a specific way and influence our behavior outcome [44]. Therefore, we mainly discuss the impact of perception of a high-performance work system on employee creativity in the individual level.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

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High-Performance Work System, Work Well-Being, and Employee Creativity: Cross-Level Moderating Role of Transformational Leadership

Miao

Cao

2019

IJERPH

110

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Under the new normal, the economic development mode and growth momentum of China has brought about fundamental changes, which means that the development of enterprises has gradually shifted from being factor-and investment-driven to being innovation-and talent-driven. As the foundation of corporate innovation, employee creativity plays an important role in this process. In the field of strategic human resource management, high-performance work system is the embodiment of its core competence. Although some research has begun to try to explore the impact of high-performance work system on employee creativity, the underlying mechanism and the boundary condition is not yet fully understood. According to the Job demands-resources (JD-R) model, this study theorized and examined whether and when high-performance work system stimulate employee creativity. Using a sample of large and medium-sized enterprises in China, we collected data, which are time-lagged and multilevel, from 266 employees in 61 departments. Results of the hierarchical linear model found that (1) High-performance work system is positively related to employee creativity; (2) High-performance work system positively affects employee work well-being; (3) Work well-being positively affects employee creativity; (4) Employee work well-being partially mediates the relationship between high-performance work system and creativity; (5) Transformational leadership, which represents an important contextual variable in the workplace, moderates the relationship between work well-being and employee creativity; (6) Moreover, we have also revealed that transformational leadership can moderate the indirect effect of high-performance work system on employee creativity. We discussed the theoretical and practical implications of these findings.

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Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

High-Performance Work System, Work Well-Being, and Employee Creativity: Cross-Level Moderating Role of Transformational Leadership

Miao

Cao

2019

IJERPH

110

View full text Add to dashboard Cite

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“…First, scholars have discussed that developing and implementing human resources management (HRM) practices are decisive [26] and enhances employees' pro-innovative work behaviors, e.g., [26][27][28][29]. Among the extant research in this stream, a majority were carried out in higher education institutions [30,31], manufacturing [32,33], financial service [27,30], small and medium enterprises (SMEs) [34], and healthcare [35] firms. Only Dhar in 2015 [9], Ansari, Siddiqui, and Farrukh in 2018 [36], and Jaiswal and Tyagi in 2019 [37] empirically examined relationships between HPWPs and innovative behaviors in the hospitality sector in India and Pakistan.…”

Section: Contribution Of the Studymentioning

confidence: 99%

Innovative Behaviors, Employee Creativity, and Sustainable Competitive Advantage: A Moderated Mediation

2020

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It is challenging for enterprises that lack innovation and creativity to survive successfully in the market. Employee top role performance is not always sufficient to gain a competitive advantage, in which innovative behaviors and creativity can be counted as necessary ingredients to build. This study proposed and tested employee innovative behaviors (IB) and creativity as mediator and moderator, respectively, of the impact of high-performance work practices (HPWPs) on sustainable competitive advantage (CA). The resource-based view and job demands resources model provided the theoretical underpinnings for the developed hypotheses that were tested using a sample of 323 customer-contact employees of 4- and 5-star hotels. The results indicated that HPWP indirectly predicted CA via IB. Also, creativity moderated the impact of HPWPs on innovative behaviors positively and on competitive advantage negatively. Employee innovative behaviors can generate substantial returns to service organizations competing with quasi-homogeneous end-products. The relevant theoretical and practical implications are further discussed. The scope of the study calls for caution in the generalizability of the overall findings. The research acknowledges the need to extend the findings by explicitly accounting for national cultural profiles. This study fills the dearth of research in service innovation in the hotel industry by testing the mediating effect of IB on the HPWPs CA nexus and reveals the moderating role that employee creative traits have in these relationships.

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“…Recently, some studies have begun to explore the relationship between high-performance work system and individual innovative behavior [13,53] in order to help the organizations more accurately understand the high-performance human resource practice that affects individual innovative behavior, and to guide employees to put efforts into the increase of enterprise competitive advantage through building organizational environment. Based on the work requirements-resources model, we found that the HPWS, which combines both control-oriented practice and commitment-oriented practice, has a positive effect on promoting individual innovation behavior, which is different from the notion that control-based or control-oriented practice measures such as results-based performance appraisal and the forced ranking system are not conducive to innovation behavior.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

“…Collective-level features mainly involve leadership [8,9] and the leader-member relationship [4]. Organizational variables mainly include organizational climate [10,11], organizational culture [12], and the human resource system [13]. Previous studies on employee innovative behavior started from individual variables and paid more attention to team variables, especially leadership, because the individual's initiative and creativity as well as exemplary and charismatic leadership play an autonomous and guiding role in inspiring innovative work behaviors 2 of 17 in employees.…”

Section: Introductionmentioning

confidence: 99%

The High-Performance Work System, Employee Voice, and Innovative Behavior: The Moderating Role of Psychological Safety

Miao

Cao

et al. 2020

IJERPH

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In this study, we examined the associations of the high-performance work system (HPWS) with employee innovative behavior, and tested a theoretical model in which these associations were mediated by employee voice (promotive and prohibitive voice) and moderated by psychological safety. Matched data were collected from 46 HR (Human Resource) managers and 374 full-time employees from 46 companies in China with multi-source and time-lagged techniques. We found that the HPWS is associated with employee behavior. Both the promotive voice and prohibitive voice partially mediate the relationship between HPWS and employee innovative behavior. Psychological safety moderates the relationship between HPWS and the promotive voice. However, psychological safety does not moderate the relationship between HPWS and the prohibitive voice. Furthermore, psychological safety moderates the mediation effect of the promotive voice between HPWS and employee innovative behavior. We discuss the theoretical and practical implications of these findings.

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Employees' perceptions of high-performance work systems and innovative behaviour: The role of exploratory learning

Cited by 67 publications

References 86 publications

High-Performance Work System, Work Well-Being, and Employee Creativity: Cross-Level Moderating Role of Transformational Leadership

High-Performance Work System, Work Well-Being, and Employee Creativity: Cross-Level Moderating Role of Transformational Leadership

Innovative Behaviors, Employee Creativity, and Sustainable Competitive Advantage: A Moderated Mediation

The High-Performance Work System, Employee Voice, and Innovative Behavior: The Moderating Role of Psychological Safety

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