High involvement HR systems and innovative work behaviour: the mediating role of psychological empowerment, and the moderating roles of manager and co-worker support

Rehman, Wali; Ahmad, Mansoor; Allen, Matthew M. C.; Raziq, Muhammad Mustafa; Riaz, Amir

doi:10.1080/1359432x.2019.1614563

Cited by 71 publications

(69 citation statements)

References 64 publications

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“…In the analysis conducted to determine the relationship between perceived organizational support and innovative work behavior, it was seen that perceived organizational support positively affected innovative work behavior. This finding was consistent with the results of other studies examining the relationship between perceived organizational support and innovative work behavior (Saether, 2019;Rehman et al, 2019). As Saether…”

Section: Resultssupporting

confidence: 92%

“…Saether (2019) states that the organizational support required for creativity increases intrinsic motivation and positively affects innovative work behavior in this case. Similarly, Rehman et al (2019) stated that there is a positive relationship between supervisors' support and innovative work behavior in their study. Considering that perceived organizational support will increase innovative work behaviors, the following hypothesis was developed:…”

Section: Inclusive Leadership and Perceived Organizational Supportmentioning

confidence: 84%

“…This is because employees who feel the necessary attention and support in the work environment will want to exhibit more innovative behavior (Bammens, 2016). In studies in the literature, perceived organizational support and leader support, which are necessary for innovation, have been reported to have a positive effect on innovative work behavior (Saether, 2019;Rehman et al, 2019). For this reason, it may be evaluated that inclusive leadership increases innovative work behaviors in an inclusive and supportive working environment, and the effect of perceived organizational support increases intrinsic motivation (Saether, 2019), and the contribution and interest of employees in an organization and their desire to respond to organizational contribution (Lin and Liu, 2012;Luksyte and Spitzmueller, 2016) positively affect innovative work behaviors.…”

Section: Introductionmentioning

confidence: 99%

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Mediating Role of Perceived Organizational Support in Inclusive Leadership's Effect on Innovative Work Behavior

Aslan

2019

bmij

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The aim of this study is to investigate how inclusive leadership affects the perceived organizational support and innovative work behaviors of employees and whether perceived organizational support has a mediating role in this process. For this purpose, data were collected from 348 participants working at different carpet manufacturing companies in Gaziantep. Confirmatory factor analysis was performed in the analysis of the data, correlations between the variables were determined, and structural equation and goodness of fit tests of the model and regression analysis were performed. In the analyses, it was determined that inclusive leadership had a significant positive effect on perceived organizational support and innovative work behavior. Perceived organizational support was found to have a significant positive effect on innovative work behavior. As a result of mediating analysis, perceived organizational support was found to have a partial mediator role in the relationship between inclusive leadership and innovative work behavior.

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Section: Resultssupporting

confidence: 92%

Section: Inclusive Leadership and Perceived Organizational Supportmentioning

confidence: 84%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Mediating Role of Perceived Organizational Support in Inclusive Leadership's Effect on Innovative Work Behavior

Aslan

2019

bmij

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“…There are examples that show coworker support strengthens pro-environmental attitude among employees (Paillé et al, 2016). Coworker support is a powerful medium to establish innovative behaviors at work (Rehman et al, 2019). All these studies position coworker support as a form of reciprocity at work.…”

Section: Theoretical Framework and Hypotheses Developmentmentioning

confidence: 99%

Leaving in Mascot of Silence: Organizational Determinants of Employee Turnover Intentions in Mediating and Moderating Roles of Quiescent Silence and Coworker Support in a Russian Context

Kashif¹,

Petrovskaya²,

Samad³

et al. 2021

CEMJ

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Purpose: Drawing on social exchange theory (SET), this study explores the mediating role of quiescent silence as a link between organizational stressors and turnover intentions among Russian frontline employees (FLEs). Furthermore, we aim to investigate whether coworker support moderates the relationship between quiescent silence and turnover intentions. Research Methods: The study is a cross-sectional survey administered among a sample of 235 FLEs employed in Russian healthcare organizations. We analyzed the data with SmartPLS version 3.0. Findings: The results reveal that ethical conflict and abusive supervision are significantly related to quiescent silence. Quiescent silence mediates the relationship between abusive supervision, ethical conflict, and employee turnover intentions. Managerial Implications: There is a need to provide employees with opportunities to voice their opinions. However, what is crucial is the assurance of employee privacy while motivating them to voice opinions. Managers should be more proactive in diagnosing silence. Originality: This is the first study to explore the mediating role of quiescent silence on the relationship between organizational stressors and employee turnover intentions in a unique Russian healthcare context. The moderating role of coworker support to buffer the relationship between quiescent silence and turnover intentions is unique to this study.

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“…Consequently, changes designed to promote employees' balanced PE levels sustainably might decrease work fatigue in the long run. For instance, moving toward or enhancing high-involvement managerial systems (e.g., performance-related remuneration schemes) may help practitioners to improve employees' PE (Rehman et al, 2019). Organizations would also benefit from interventions seeking to promote self-directed decision making, enactive mastery experiences, and opportunities for personal growth.…”

Section: Practical Implicationsmentioning

confidence: 99%

Work Fatigue Profiles: Nature, Implications, and Associations With Psychological Empowerment

Blais¹,

Gillet

Houle

et al. 2020

Front. Psychol.

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The present study examined the distinct configurations, or profiles, taken by work fatigue dimensions among samples of military (n = 1,436) and civilian (n = 2,477) employees. We also tested profile similarity across these two samples of employees. In addition, this research documented the relations between the identified work fatigue profiles, one predictor variable (psychological empowerment), and a series of attitudinal outcomes (job satisfaction, career satisfaction, and turnover intentions) among military employees. Six profiles of employees characterized by different levels of global and specific (emotional, physical, and mental) work fatigue were identified using latent profile analyses: Low Fatigue, Physically and Emotionally Depleted, Emotionally Depleted, Globally and Mentally Depleted, Globally and Emotionally Depleted, and Balanced. In both samples, employees corresponding to the Balanced profile displayed average levels of global and specific work fatigue. However, this profile slightly differed across sample, as indicated by the observation of work fatigue levels that were slightly higher among the military than among civilians. Militaries’ perceptions of psychological empowerment were significantly related to their likelihood of belonging to all profiles. In turn, militaries’ career satisfaction, job satisfaction, and turnover intentions were also found to differ as a function of profile membership.

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High involvement HR systems and innovative work behaviour: the mediating role of psychological empowerment, and the moderating roles of manager and co-worker support

Cited by 71 publications

References 64 publications

Mediating Role of Perceived Organizational Support in Inclusive Leadership's Effect on Innovative Work Behavior

Mediating Role of Perceived Organizational Support in Inclusive Leadership's Effect on Innovative Work Behavior

Leaving in Mascot of Silence: Organizational Determinants of Employee Turnover Intentions in Mediating and Moderating Roles of Quiescent Silence and Coworker Support in a Russian Context

Work Fatigue Profiles: Nature, Implications, and Associations With Psychological Empowerment

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