Impact of HR Practices on Innovative Work Behaviour: The Mediating Role of Organizational Support, Knowledge-sharing and Employee Creativity

Abstract

Employee performance, supported by creativity and innovative work behaviour (IWB), is one significant predictor of organizational success. Creative employees with IWBs are crucial for an organization to achieve sustainable and competitive advantage over its rivals. Human resource (HR) management practices are critical in fostering employee creativity (EC) and IWB. Organizational support and knowledge-sharing (KS) are other factors that largely contribute to EC and work behaviour. Organizations must understand these variables and their interactions to develop an environment of creativity and innovative work practices. This article explores the mediating role of perceived organizational support, KS and EC between HR practices and employees’ innovative work practices. For this purpose, a theoretical model has been developed, and six hypotheses were set for statistical testing. Data collected from 404 employees working in various IT companies in Kerala are analysed using structural equation modelling. The results showed significant direct and indirect effects of the variables in predicting employees’ work behaviour. The study’s insights provide valid information for strategy formation that fosters IWBs supported by HR practices, organizational support, KS and EC.