International Journal of Hospitality and Tourism Systems

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

The Impact of HRM Practices on Organisational Innovation Performance:The Mediating Effects of Employees’ Creativity and Perceived Organisational Support


Affiliations
1 Professor, Department of Tourism and Hotel Management, Kurukshetra University, Kurukshetra, Haryana, India
2 Sr. Assistant Professor, Department of Tourism and Hotel Management, Kurukshetra University, Kurukshetra, Haryana, India
     

   Subscribe/Renew Journal


The paper investigates the effects of HRM practices on organisational innovation performance: the mediating effects of employees' creativity and perceived organisational support in the Indian hospitality industry. A conceptual model is developed to examine the relationship among four constructs namely human resource management practices, perceived organisational support, and employee creativity as antecedents of organisational innovation performance and seven research hypotheses are empirically tested using structural equation modelling (SEM). All the posited seven hypotheses are supported. The results indicate that the human resource management practices and perceived organisational support could indeed affect employee creativity with regard to organisational innovation performance. In addition, the mediating role of employee creativity and perceived organisational support is also confirmed in this research. The study discusses both academic and managerial implications of the results and future research directions are suggested.

Keywords

Human Resource Management Practices, Organisational Support, Employee Creativity, Organisational Innovation Performance, Hospitality, India.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Oke, A., Walumbwa, F. O., & Myers, A. (2012). Innovation strategy, human resource policy, and firms’ revenue growth: The roles of environmental uncertainty and innovation performance. Decision Sciences, 43(2), 273-302.

  • Nasurdin, A. M., Hemdi, M. A., & Guat, L. P. (2008). Does perceived organizational support mediate the relationship between human resource management practices and organizational commitment?. Asian Academy of Management Journal, 13(1), 15-36.

  • Hon, A. H. Y., & Lui, S. S. (2016). Employee creativity and innovation in organizations: Review, integration, and future directions for hospitality research. International Journal of Contemporary Hospitality Management, 28(5), 862-885.

  • Amato, S., Esposito V. V., & Tenenhaus, M. (2004). A global goodness-of-fit index for PLS structural equation modeling. France: Oral Communication to PLS Club, HEC School of Management.

  • Armstrong, J. S., & Overation, T. S. (1997). Estimating non-response bias in mail surveys. Journal of Marketing Research, 14, 396-403.

  • Bharadwaj, S., & Menon, A. (2000). Making innovation happen in organizations: Individual creativity mechanisms, organizational creativity mechanisms or both? Journal of Product Innovation Management, 17, 424-434.

  • Birkinshaw, J., Hamel, G., & Mol, M. (2008). Management Innovation. Academy of Management Review, 33, 825-845.

  • Mayes, B. T., Finney, T. G., Johnson, T. W., Shen, J. S., & Yi, L. (2017). The effect of human resource practices on perceived organizational support in the people’s republic of China. The International Journal of Human Resource Management, 28(9), 1261-1290.

  • Budhwar, P. S., Varma, A., Singh, V., & Dhar, R. (2006). HRM systems of Indian call centres: An exploratory study. International Journal of Human Resource Management, 17(5), 881-997.

  • Chand, M. (2015). HRM practices and innovation performance in hospitality industry: An exploratory study. Tourism Dimensions, 2(2), 10-17.

  • Chand, M. (2010b). The impact of HRM practices on service quality, customer satisfaction and performance in Indian hotel industry. International Journal of Human Resource Management, 21(4), 550-565.

  • Chand, M., & Katou, A. A. (2007). The impact of HRM practices of organisational performance in Indian hotel industry. Employee Relation: An International Journal, 29(6), 576-594.

  • Chand, M. (2010a). Human resource management practices in Indian hospitality industry - An empirical analysis. Managing Leisure: An International Journal, special issue on “Managing human resources in the Leisure industry, 15(1), 4-16.

  • Chen , C. J., & Huang J. W. (2009). Strategic human resource practices and innovation performance - The mediating role of knowledge management capacity. Journal of Business Research, 62, 104-114.

  • Dittmer, P. R. (2002). Dimensions of the hospitality industry (3rd ed.). New York, John Wiley & Sons.

  • Liu, D., Gong, Y., Zhou, J., & Huang, J.-C. (2016). Human resources systems, employee creativity and firm innovation: The moderating role of firm ownership. Academy of Management Journal, 60(3).

  • Eisenberger, R., & Stinglhamber, F. (2011). Perceived organizational support: Fostering enthusiastic and productive employees. Washington, DC: American Psychological Association.

  • Eisenberger, R., Cummings, J., Armeli, S., & Lynch, P. (1997). Perceived organizational support, discretionary treatment, and job satisfaction. Journal of Applied Psychology, 82, 812-820.

  • Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organisational support. Journal of Applied Psychology, 71(3), 500-507.

  • Feinberg, F. M. (2012). Mediation analysis and categorical variables: Some further frontiers. Journal of Consumer Psychology, 22(4), 595-598.

  • Fiedler, K., Schott, M., & Meiser, T. (2011). What mediation analysis can (not) do. Journal of Experimental Social Psychology, 47(6), 1231-1236.

  • Fornell, C. G., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39-50.

  • Tang, G., Yu, B., Cooke, F. L., & Chen, Y. (2017). High-performance work system and employee creativity: The roles of perceived organisational support and devolved management. Personnel Review, 46(7), 1318-1334.

  • Gupta, A. K., & Singhal, A. (1993). Managing human resources for innovation and creativity. Research Technology Management, 36, 41-48.

  • Gupta, V., Agarval, U. A., & Khatri, N. (2016). The relationships between perceived organizational support, affective commitment, psychological contract breach, organizational citizenship behaviour and work engage-ment. Journal of Advanced Nursing, 72(11), 2806-2817.

  • Hair, J. F., Ringle, C. M., & Sarstedt, M. (2010). PLS-SEM: Indeed a silver bullet. The Journal of Marketing Theory and Practice, 19(2), 139-152.

  • Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268-279.

  • Hemdi, M. A., & Nasurdin, A. M. (2006). Predicting turnover intentions of hotel employees: The influence of employee development human resource management practices and trust in organization. Gadjah Mada International Journal of Business, 8(1), 21-42.

  • Hulland, J. (1999). Use of partial least squares (PLS)’ in strategic management research: A review of four recent studies. Strategic Management Journal, 20(2), 195-204.

  • Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38, 635-672.

  • Jiang, J., Wang, S., & Zhao, S. (2012). Does HRM facilitate employee creativity and organizational innovation? A study of Chinese firms. The International Journal of Human Resource Management, 23(19), 4025-4047.

  • Jime´nez-Jime´neza, D., & Sanz-Vallea, R. (2008). Could HRM support organizational innovation?. International Journal of Human Resource Management, 19, 1208-1221.

  • Jiminez-Jiminez, D., & Sanz-Valle, R. (2005). Innovation and human resource fit: An empirical study. International Journal of Manpower, 36(4), 364-398.

  • Jones, P. (1996). Managing hospitality innovation. Cornell Hotel and Restaurant Administration Quarterly, 37(5), 86-96.

  • Joo, B. K., Yang, B., & Mclean, G. N. (2014). Employee creativity: The effects of perceived learning culture, leader-member exchange quality, job autonomy, and proactively. Human Resource Development International, 17(3), 297-317.

  • Jöreskog, K. G., & Sörbom, D. (2004). LISREL 8.7 for windows (computer software). Scientific Software International, Inc.

  • Khazanchi, S., Lewis, M. W., & Boyer, K. (2007). Innovation-supportive culture: The impact of organizational values on process innovation. Journal of Operations Management, 25(4), 871-884.

  • Li, H., & Atuahene-Gima, K. (2001). Product innovation strategy and the performance of new technology ventures in China. Academy of Management Journal, 44(6), 1123-1134.

  • Lin, C., & Chen, M. (2007). Does innovation lead to performance? An empirical study of SMEs in Taiwan. Management Research News, 30(2), 115-132.

  • Lin, P. M., & Baum, T. (2016). The meaning of applied creativity in the culinary industry. International Journal of Hospitality & Tourism Administration, 17(4), 429-448.

  • Liu, W. (2016). Effects of positive mood and job complexity on employee creativity and performance. Social Behavior and Personality, 44(5), 865-880.

  • MacKinnon, D. P., & Cox, M. G. (2012). Commentary on “mediation analysis and categorical variables: The

  • final frontier” by Dawn Iacobucci. Journal of Consumer Psychology, 22(4), 600-602.

  • Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87(4), 698-714.

  • Saini, D., & Budhwar, P. (2004) Human resource management in India, In Pawan Budhwar (ed.),

  • Managing Human Resources in Asia-Pacific. London: Routledge.

  • Shantz, A., Alfes, K., & Latham, G. P. (2016). The buffering effect of perceived organizational support on the relationship between work engagement and behavioral outcomes. Human Resources Management, 55, 25-38.

  • Shipton, H., Budhwar, P., Sparrow, P., & Brown, A. (2016). Human resource management, innovation and performance. Palgrave Macmillan, Basingstoke.

  • Shipton, H., Fay, D., West, M., Patterson, M., & Birdi, K. (2005). Managing people to promote innovation. Creativity and Innovation Management, 14, 118-128.

  • Shipton, H., Sparrow, P., Budhwar, P., & Brown, A. (2017b). HRM and innovation - Looking across levels. Human Resource Management Journal, 27(2), 246-263.

  • Shipton, H., West, A. M., Birdi, K., & Patterson, M. (2006). HRM as a predictor of innovation. HRM Journal, 16, 3-27.

  • Shore, L. M., & Shore, T. H. (1995). Perceived organizational support and organizational justice. In R. Cropanzano & K. M. Kacmar (eds.). Organizational Politics, Justice, and Support: Managing Social Climate at Work (pp. 149-164). Wesport, CT: Quorum Press.

  • Som, A. (2008). Innovative human resource management and corporate performance in the context of economic liberalization in India, The International Journal of Human Resource Management, 19(7), 1278-1297.

  • Sparrow, P. R., & Budhwar, P. (1997). Competition and change: Mapping the Indian HRM recipe against world-wide patterns. Journal of World Business, 32(2), 224-242.

  • Varma, A., Beatty, R. W., Schneier, C. E., & Ulrich, D. O. (1999). High performance work systems: Exciting discovery or passing fad?. Human Resource Planning, 22(1), 26-37.

  • Vatankhah, S., Javid, E., & Raoofi, A. (2017). Perceived organizational support as the mediator of the relationships between high-performance work practices and counter-productive work behavior: Evidence from airline industry. Journal of Air Transport Management, 59, 107-115.

  • Walsworth, S., & Verma, A. (2007). Globalization, human resource practices and innovation: Recent evidence from the Canadian workplace and employee survey. Industrial Relations, 46(2), 222-240.

  • Wetzels, M., Odekerken-Schröder, G., & Van Oppen, C. (2009). Using PLS path modeling for assessing hierarchical construct models: Guidelines and empirical illustration. Management Information Systems Quarterly, 33(1), 177-195.

  • Akgunduz, Y., Alkan, C., & Gok, O. A. (2018). Perceived organizational support, employee creativity and proactive personality: The mediating effect of meaning of work. Journal of Hospitality and Tourism Management, 34, 105-114.

  • Yu, C., & Frenkel, S. J. (2013). Explaining task performance and creativity from perceived organizational support theory: Which mechanisms are more important? Journal of Organizational Behavior, 34(8), 1165-1181.

  • Zhou, J., & George, J. M. (2001). When job dissatisfaction leads to creativity: Encouraging the expression of voice. Academy of Management Journal, 44(4), 682-696.


Abstract Views: 390

PDF Views: 0




  • The Impact of HRM Practices on Organisational Innovation Performance:The Mediating Effects of Employees’ Creativity and Perceived Organisational Support

Abstract Views: 390  |  PDF Views: 0

Authors

Mohinder Chand
Professor, Department of Tourism and Hotel Management, Kurukshetra University, Kurukshetra, Haryana, India
Ankush Ambardar
Sr. Assistant Professor, Department of Tourism and Hotel Management, Kurukshetra University, Kurukshetra, Haryana, India

Abstract


The paper investigates the effects of HRM practices on organisational innovation performance: the mediating effects of employees' creativity and perceived organisational support in the Indian hospitality industry. A conceptual model is developed to examine the relationship among four constructs namely human resource management practices, perceived organisational support, and employee creativity as antecedents of organisational innovation performance and seven research hypotheses are empirically tested using structural equation modelling (SEM). All the posited seven hypotheses are supported. The results indicate that the human resource management practices and perceived organisational support could indeed affect employee creativity with regard to organisational innovation performance. In addition, the mediating role of employee creativity and perceived organisational support is also confirmed in this research. The study discusses both academic and managerial implications of the results and future research directions are suggested.

Keywords


Human Resource Management Practices, Organisational Support, Employee Creativity, Organisational Innovation Performance, Hospitality, India.

References