Managing innovative work behavior: the role of human resource practices

Prieto, Isabel M.; Pérez-Santana, Ma Pilar

doi:10.1108/pr-11-2012-0199

Cited by 264 publications

(268 citation statements)

References 74 publications

(173 reference statements)

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“…Based on extensive review of the literature, the identify aspects of high-performance human resource practice during the process of company management and development to include: job design, staffing, training, compensation, performance appraisal, and participation [22]. These six aspects have different role and functions, as explained next:…”

Section: B Humanmentioning

confidence: 99%

The Effect of HRM Practices on Employee Organizational Citizenship Behavior in ICT Companies

Fajar¹,

Soeling²

2017

Proceedings of the International Conference on Administrative Science, Policy and Governance Studies (ICAS-PGS 2017) and the In

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Abstract-The present era of globalization and technology have encouraged the human resource management (HRM) function to optimize strategy in dealing with challenges faced by the organization. With precious value and endless capabilities, the contribution of capable human resources practices is needed to support the strategic objectives of the company. In a sense of developing a broader organizational climate through the program people capability as a source of sustainable and highly competitive advantage in the organization, the progression of extra-role behavior activities has been developed in the form of supporting interactions and relations among employee and employers by helping each work unit running in the company more effectively. This study attempts to propose and analyze the effects of HRM practices on organizational citizenship behavior (OCB). The HRM practices variable were measured through the High-Involvement HRM Practices tool by Prieto and Pérez-Santana (2014), while the OCB variables were measured based on five major dimensions by Organ (1988). The analysis is on the active employees of PT Sigma Cipta Caraka (Telkomsigma) who had worked for at least a year in the company with the number of 243 employees. This study uses quantitative methods in collecting data with a questionnaire as a research instrument. The research data will be analyzed using descriptive statistic analysis, correlation, and regression analysis to test the relationship among variables. The results of this study provide an evidence that each dimension of HRM practices, with the exception of training, have a positive significance but no strong indication to encourage OCB activities showed by employees in the ICT company.

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Section: B Humanmentioning

confidence: 99%

The Effect of HRM Practices on Employee Organizational Citizenship Behavior in ICT Companies

Fajar¹,

Soeling²

2017

Proceedings of the International Conference on Administrative Science, Policy and Governance Studies (ICAS-PGS 2017) and the In

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“…This support undoubtedly constitutes the vehicle of each organization through which an employee can innovate (Ma Prieto & Perez-Santana, 2014). Furthermore, colleagues' trust is positively related to proactive behavior (Parker et al, 2006).…”

Section: Internal Work Environmentmentioning

confidence: 99%

Organizational factors, organizational culture, job satisfaction and entrepreneurial orientation in public administration

Karyotakis¹,

Moustakis²

2016

Eur J Appl Econ

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Abstract:The present paper outlines the critical role and influence of organizational culture and job satisfaction on the relationship between organizational factors and entrepreneurial orientation (EO) in the public sector through generating the theoretical framework. Upon examining these terms, a model that reflects their mutual relationships has been suggested. The amalgam of internal work environment, work discretion and rewards/ recognition in combination with the appropriate degree of organizational boundaries, such as formalization, centralization, technology routines and connectedness, are crucial for fostering organizational culture and job satisfaction that lead to EO through innovativeness, proactiveness and risk taking.

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“…Job autonomy refers to the extent to which employees can determine their work methods, pace, and effort to accomplish work tasks (Hackman and Oldham 1975). Higher job autonomy represents a work situation without restricted formal rules and procedures (Meyer et al, 2010) in which employees can rely more on their discretion to do their work (Krasman 2013, Prieto andPérez-Santana 2014).…”

Section: Role Of Job Autonomymentioning

confidence: 99%

On the association between perceived overqualification and adaptive behavior

Tian

Luksyte

et al. 2017

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Purpose The purpose of this paper is to offer an autonomous motivation perspective to explore the relationship between perceived overqualification and adaptive work behavior and examine job autonomy as a factor that may moderate the association. Design/methodology/approach The hypotheses were tested in two culturally, demographically, and functionally diverse samples: sample 1 was based on North American community college employees (n=215); sample 2 was based on full-time workers, employed in a Chinese state-owned enterprise specializing in shipping (n=148). Findings In study 1, perceived overqualification was negatively related to self-rated adaptive behavior. A follow-up study 2 extended these findings by demonstrating that perceived overqualification was negatively related to supervisor-rated adaptive work behavior when job autonomy was low, rather than high. Research limitations/implications The results of this research offer an autonomous motivation perspective to explain why perceived overqualification relates to adaptive behavior and suggests a job design approach to encourage adaptive behaviors of people who feel overqualified – a sizable segment of the current workforce. Originality/value This is one of the first studies to explore adaptive behavior of workers who feel overqualified – an outcome that has not been examined in this domain. The findings further point out what can be done to encourage adaptive behaviors among overqualified employees.

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Managing innovative work behavior: the role of human resource practices

Cited by 264 publications

References 74 publications

The Effect of HRM Practices on Employee Organizational Citizenship Behavior in ICT Companies

The Effect of HRM Practices on Employee Organizational Citizenship Behavior in ICT Companies

Organizational factors, organizational culture, job satisfaction and entrepreneurial orientation in public administration

On the association between perceived overqualification and adaptive behavior

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