How having job impact leads to employee innovative behavior: a moderated mediation model of servant leadership and work meaningfulness

Almazrouei, Safeya; Bani-Melhem, Shaker; Mohd Shamsudin, Faridahwati

doi:10.1108/ijpsm-11-2022-0254

Cited by 13 publications

(14 citation statements)

References 71 publications

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“…Since innovation is one of the pathways toward creating public value (Crosby et al, 2017;Panagiotopoulos et al, 2019), how to promote and drive employees' innovativeness becomes a critical agenda to accomplish. We argue that innovation-based HR practices, such as recruitment, training and development and reward, can be used to hire, develop and motivate employees to engage in innovative work behaviour either by generating, promoting and/or implementing new ideas in the course of delivering job performance (Almazrouei et al, 2023;Bani-Melhem et al, 2023), consistent with the strategic role of HRM in enhancing the performance of public sector organisations (Knies et al, 2017;Vermeeren, 2017).…”

Section: Literature Review and Hypotheses Development 21 Innovation-b...mentioning

confidence: 76%

“…, 2023), raising the issue of why such is the case in our study. One key explanation could be the strong backing of the UAE government for the national agenda to create and deliver the best public value to its citizens and become the most innovative government in the world (Almazrouei et al. , 2023).…”

Section: Discussionmentioning

confidence: 99%

“…, 2019), how to promote and drive employees' innovativeness becomes a critical agenda to accomplish. We argue that innovation-based HR practices, such as recruitment, training and development and reward, can be used to hire, develop and motivate employees to engage in innovative work behaviour either by generating, promoting and/or implementing new ideas in the course of delivering job performance (Almazrouei et al. , 2023; Bani-Melhem et al.…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

“…Introduction Public sector organisations are compelled to develop new methods of providing services as a result of the rapidly changing socioeconomic contexts (De Vries and Nemec, 2013;Panagiotopoulos et al, 2019), rising citizen demands and increased pressure to "do more with less" (Northcott and Ma'amora Taulapapa, 2012). In doing so, they attempt to meet the expectations of collective citizens for public value (Almazrouei et al, 2023). Indeed, the concern for creating public value by public sector organisations is increasingly gaining attention in the public sector literature as it is argued to be the goal of public sector organisations (Twizeyimana and Andersson, 2019;Yean et al, 2022).…”

Section: Fostering Innovative Behavioursmentioning

confidence: 99%

“…, 2019), rising citizen demands and increased pressure to “do more with less” (Northcott and Ma’amora Taulapapa, 2012). In doing so, they attempt to meet the expectations of collective citizens for public value (Almazrouei et al. , 2023).…”

Section: Introductionmentioning

confidence: 99%

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Fostering innovative behaviours of public sector employees: the potency of innovation-based HR practices, risk propensity and error tolerance

AlMunthiri,

Bani-Melhem,

Mohd-Shamsudin

et al. 2023

IJPSM

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PurposeAlthough the innovative behaviour of public employees is critical for the creation of public value and meeting of public interests, the authors are uncertain about the role of the human resource (HR) system in affecting individual behaviour as past studies tended to discuss innovation at the organisational level of analysis. Based on corporate human resource management (HRM) literature, the authors draw from the ability-motivation-opportunity (AMO) model to examine the influence of innovation-based HR practices on work-related risk propensity and innovative behaviour and the moderating role of perceived error tolerance of public sector organisations.Design/methodology/approachDyadic data were collected from supervisors and their subordinates in various public sector organisations in the UAE. The authors collected valid responses from 100 managers and 200 employees.FindingsThis study's findings demonstrate that the HR system in the public sector shapes employees' behaviour at the individual level of analysis, consistent with the corporate HRM literature. The authors reveal that innovation-based HR practices significantly promote employees' innovative work behaviour because they trigger their inclination and disposition to take risks. Furthermore, the authors provide evidence that such risk-taking propensity at work is heightened under the conditions of a high level of error tolerance by the organisational management.Practical implicationsThis study's findings point out the importance of implementing innovation-based HR practices, such as recruitment, reward and training, to drive public sector employees' innovative work behaviour as they could galvanise their risk-taking propensity and, subsequently, innovative behaviour. Public sector managers also need to develop an innovation culture tolerant toward employees' mistakes to further foster employees' work innovativeness. Policy wise, this study's findings could be integrated into the national innovation strategy to drive the national growth in the UAE.Originality/valueThis study sheds light on the drivers behind innovative behaviour among public employees, which is a less researched area, especially in a non-Western context.

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