Investigating the role of HRM practices on service innovation: empirical evidence from UAE government agencies

Abstract

Purpose Government agencies are trying to develop strategies to improve their innovative activities. However, due to many challenges and obstacles, employees are reluctant to perform innovatively in such agencies. Human resource management (HRM) practises and an appropriate culture can help to improve service innovation. However, empirical evidence to prove this relationship is insufficient particularly in the government sector. Thus, this study aims to empirically analyses the effect of HRM practises and innovation culture on service innovation of the United Arab Emirates (UAE)’s Government agencies. Design/methodology/approach The data were collected from government entities in the UAE. Structural equation modelling through partial least squares modelling was used to test the proposed hypotheses. SPSS was also used to conduct preliminary analysis. Findings Statistical results provide strong evidence that HRM practises and innovation culture positively affected service innovation of UAE’s Government agencies. Research limitations/implications Further details and valuable implications are discussed throughout the study. Results have many practical and theoretical implications. Results can help government agencies develop their services innovation by tailoring HRM practises and establishing proper innovation culture in their agencies. Originality/value Although several contributions indicated that culture is a key determinant of innovation and a mediator in the link between HRM practises and service innovation, the literature lacks empirical studies investigating this link. Accordingly, this study seeks to bridge this gap and delivers evidence supporting them. In addition, this study is one of the unique studies that use these variables in government agencies in the UAE.

The impact of human resource practices on employee retention: A study of three private higher educational institutions in the United Arab Emirates

“…In particular, studies in the UAE have found that HR practices have positive effects on organisational culture, job satisfaction and commitment from the local and expatriate employees (Waxin & Bateman, 2016). Human resource practices enhanced the innovation culture and services of UAE's government agencies (Alosani, Al-Dhaafri, & Abdulla, 2021) and proved their effectiveness in the UAE's education sector. Although Adekoya, Ajonbadi, Okorie and Jimoh (2021) found that there is still need for the reinforcement of HRM regarding the facilitation of work-life balance policies for talent attraction and retention purposes in UAE education sector.…”

Exploring the Relationship Between Human Resources Management Practices in the Hospitality Sector and Service Innovation in Jordan: The Mediating Role of Human Capital

“…The main channels by which organizations can influence their human resources are HRM activities. The influence of HRM practices on service innovation has been examined in several studies (Alosani et al, 2020;Chen, 2018;Ardito et al, 2017;Bamber et al, 2017;Engelman et al, 2017;Escriboa-Carda et al, 2017;Chang et al, 2011) and the direct relation between HRM practices and service innovation (Waheed et al, 2019;Ardito and Messeni, 2017;Akbari and Monzavi, 2015). Research on this subject, however, remains immature (Tajeddini et al, 2020;Ardito et al, 2017) and empirical studies focusing on this subject remain scarce (Bonfanti et al, 2018;Losey, 2012) in the government sector in particular (AlMarzouqi, 2019;Battistelli et al, 2014).…”

“…They explain that the activities of human resources management are the procedures through which organizations can effectively exploit the ability of employees and provide them with opportunities for creativity. HRM practices is the key component of development and growth, it supports organizations in their decision-making, teamwork, empowerment, collaboration (Alosani et al, 2020), and organizational trust (Chang and Lee, 2020;Chivandi and Maziriri, 2018). This issue will be positively reflected in the promotion of knowledge and employee awareness behaviors, which in turn lead to improving their capacity to innovate (Favoreu et al, 2019).…”

“…While innovation has historically been seen by science or technological experts, it is now understood that companies can rely on the perspectives, skills, and motives of employees to produce innovation (Shipton et al, 2017). Studies show that human-related factors help organizations improve service innovation behaviors and improve business performance (Alosani et al, 2020;Tajeddini et al, 2020). In other words, creativity results from workers' interactive activities.…”

“…The tourism industry is one of the most industrial sectors driving the global economy at the present time (Bazazo and Alananzeh, 2020). Many service organizations have recently focused on how to improve their employees' operation, enhance quality services, and increase their market share through encouraging initiatives and innovation activities (Alosani et al, 2020;Chen, 2018;Chen and Peng, 2017). One of the bases on which institutions depend is an investment in innovation because the demand for goods and services is constantly fluctuating and there are horizontal and vertical implications for organizations and changing the patterns of the target market and the economic situation of societies, so the economic returns of innovation exceed the fixed returns in traditional management (Chang and Lee, 2020;Stojcic et al, 2020).…”