How to Support Innovative Behaviour?The Role of LMX and Satisfaction with HR Practices

Abstract

Innovative behaviour of employees refers to a key aspect of organizational effectiveness: the creation, intro-duction and application of new ideas within a group or organization in order to benefit performance. Using data from a Dutch and German survey in four technical organizations (n=272) we developed and tested two models to explain the relationships between Leader-Member-Exchange (LMX), satisfaction with HR prac-tices (employee influence, flow, rewards and work content) and innovative behaviour. As expected both LMX and satisfaction with HR practices were positively related to innovative behaviour. Furthermore, we found evidence that satisfaction with HR practices mediates the relationship between LMX and innovative behaviour. No significant interaction effects between LMX and satisfaction with HR practices on innovative behaviour were found

The Determinants of Innovative Work Behavior in the Knowledge Intensive Business Services Sector in Malaysia

“…In organizations supervisors are viewed as the direct agent of organizations (Sanders et al, 2010) and any actions of the supervisor are viewed as the actions of the organization (Eisenberger, Huntington, Hutchinson & Sowa, 1986). Thus favorable actions by the supervisor will encourage employees to engage in expected behavior such as innovativeness (Sanders et al, 2010). A study by Janssen and Van Yperen (2004) based on 170 employees from an energy supplier found a positive impact of LMX on IWB.…”

“…This is because employees view the existence of distribution equity with regards to the rewards thus encouraging them to engage in IWB greater (Sanders, Moorkamp, Torka, Groenveld & Groenveld, 2010). In organizations supervisors are viewed as the direct agent of organizations (Sanders et al, 2010) and any actions of the supervisor are viewed as the actions of the organization (Eisenberger, Huntington, Hutchinson & Sowa, 1986). Thus favorable actions by the supervisor will encourage employees to engage in expected behavior such as innovativeness (Sanders et al, 2010).…”

“…When employees perceived that they have been fairly rewarded by their leader, employees tend to react more innovatively in a higher level of job demand situation (Janssen, 2000). This is because employees view the existence of distribution equity with regards to the rewards thus encouraging them to engage in IWB greater (Sanders, Moorkamp, Torka, Groenveld & Groenveld, 2010). In organizations supervisors are viewed as the direct agent of organizations (Sanders et al, 2010) and any actions of the supervisor are viewed as the actions of the organization (Eisenberger, Huntington, Hutchinson & Sowa, 1986).…”

Assessing Leadership Practices, Organizational Climate and Its Effect towards Innovative Work Behaviour in R&D

“…The reward itself can promote intrinsic motivation of the employees. However, the author found that, although the behaviour of giving rewards to the employees was found to be related to innovativeness [15], [18], [19], Sanders [20] have proven vice versa; rewarding has no positive correlation with innovativeness.…”

Innovative Behavior: Relations with Developmental Culture, Psychological Empowerment, Distributive Justice and Organizational Learning Capacity

“…The literature contains various researches studying the determinants of innovative behavior from organizational, individual and contextual angles (Mumford et al, 2002;Sanders et al, 2010;Taştan, 2013). One of the leading works, the study by Hurt et al (1977) investigated individual innovative behaviors from a personality perspective using generalized desire to change.…”