Cultivating Innovative Work Behavior: Insights from HRM Practices Integration

Abstract

Innovative Work Behavior (IWB) has a prominent space in various literature, but what cultivates it remains inconsistent and fragmented. This study posits that controlled Human Resource (HR) practices can foster Innovative Work Behavior (IWB).  It used Reflective Thematic Analysis (RTA) to examine from the lens of Perceived Organizational Support (POS) and Learning Culture (LC) theories based on the insights of 10 expert-respondents across 8 industries. The findings revealed that the organization’s support and the synergy of HR practices such as Diversity Management (DM), Work Life Balance (WLB), and Training and Development (TD) significantly succeeded to cultivate IWB while Rewards and Recognition (RR) practices failed to cultivate the desired behavior. The study also showed that championing cultural diversity and observing employees’ balanced work-family time propelled innovative behavior.  Likewise, Learning Culture (LC) as enhanced by TD, DM, and WLB practices escalated the employees’ IWB. The study recommends to strategize RR practices, focusing on intrinsic rewards that are linked to IWB and to enhance TD practices for sustainable learning. It further highlights the crucial role of organizational support through HRM practices and learning culture in cultivating IWB. Since IWB is multi-factored, an investigation on other factors not addressed in this study and longitudinal research must be conducted to ensure consistent findings. The future direction of this study should also focus on external factors such as technological advancement, market competition, and regulatory environment that shall redefine the organization’s core values and consequently frame employees’ Innovative Work Behavior. This study does not only contribute to the existing body of literature, but also offers significant insights for both HR and Innovation managers in their respective practices. 

Keywords: Innovative Work Behavior, HR Practices, Organizational Performance, Diversity Management, Work-Life Balance, Training and Development, Rewards and Recognition, Perceived Organizational Support (POS) Theory, Learning Culture (LC) Theory