How Ambidextrous Human Resource System Affect Employee Creativity? A Study in the Pakistani Context

IF 1.4 Q3 MANAGEMENT

South Asian Journal of Human Resource Management Pub Date : 2022-07-26 DOI:10.1177/23220937221082771

Aiza Yasmeen, M. M. Khan, W. Ahmed

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引用次数: 1

Abstract

Strategic human resource management scholars have devoted substantial research to determine the relationship between human resource management (HRM) and creativity. It has focused primarily on HRM architecture at the macro level: exploring the effect of the HRM system on performance related to capacity building, skills and competencies. In framing that HRM architecture, this macro focus informs organisations about how to promote creativity. However, literature on how a creativity-targeted HRM system, for instance, the ambidextrous HR system, influences employees’ perceptions and experiences to be more creative at the individual level is still limited. The multilevel perspective on how the HRM system can potentially promote the creativity of employees is still limited. The multilevel data from 100 HR heads and 400 faculty employees of public and private sector universities show that the top-down effect of the ambidextrous HR system on employee creativity is partially mediated by ambidextrous learning and organisation-based self-esteem. Based on the findings, the study offers practical and theoretical implications.

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双灵巧型人力资源系统如何影响员工创造力?巴基斯坦语境下的研究

战略人力资源管理学者对人力资源管理与创造力之间的关系进行了大量的研究。它主要关注宏观层面的人力资源管理架构:探索人力资源管理系统对与能力建设、技能和胜任力相关的绩效的影响。在构建人力资源管理架构时，这种宏观关注告知组织如何促进创造力。然而，关于以创造力为目标的人力资源管理系统，例如，双灵巧人力资源管理系统，如何影响员工在个人层面上更具创造力的感知和体验的文献仍然有限。关于人力资源管理系统如何潜在地促进员工创造力的多层次视角仍然有限。来自公立和私立大学的100名人力资源主管和400名教职员工的多层次数据表明，双灵巧人力资源系统对员工创造力的自上而下影响部分被双灵巧学习和组织自尊所中介。基于这些发现，本研究提供了实践和理论意义。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

South Asian Journal of Human Resource Management MANAGEMENT-

CiteScore

2.30

自引率

23.50%

发文量

期刊介绍： South Asian Journal of Human Resources Management (SAJHRM) is a peer-reviewed scholarly outlet for publications on HRM in and out of South Asia. It includes countries that are members of the South Asian Association for Regional Cooperation (SAARC), namely, Afghanistan, Bangladesh, Bhutan, India, Maldives, Nepal, Pakistan, and Sri Lanka. In terms of the discipline focus, all articles broadly focusing on the theory and practice of managing human resources for the benefit of individuals, firms and community at large will be acceptable. In view of the contemporary focus on Strategic HRM, the journal coverage would also include comparative research and other related management disciplines as long as one of the key aims of the manuscript is on harnessing the potential of human capital. Considering the uneven economic development within the South Asian region, the journal encourages potential authors to explore broader implications of their scholarly views and findings on the region as a whole. A distinguishing feature of the journal is its focus on “HR in Practice”. Apart from theory, it will pay significant attention on how HRM is practiced in and out of South Asia. The journal features conceptual and empirical research papers, research notes, interviews, case studies and book reviews. In short, to be considered for publication, a manuscript should broadly focus on managing people and contextualised within one or more South Asian countries at the firm, regional, national and international levels.