Published September 29, 2023 | Version v1
Journal article Open

Perceived support from the organization as a mediating variable between high performance work systems and creativity of employees

Authors/Creators

  • 1. Department of Business Administration, Uttara University, Bangladesh
  • 2. Department of Business Administration, BGC Trust University Bangladesh, Bangladesh

Description

Until recently, there has been an abundance of research dedicated to investigating the organisational results of high-performance work systems (HPWSs). But few studies were conducted on the individual results of HPWSs, particularly employee creativity and also the mechanism by which employee creativity is influenced by HPWSs. Drawing on the theory of social exchange, this study is aimed at filling this gap by examining the mediating impact of perceived support from the organisation on the association between HPWSs and creativity of employees. A cross-sectional approach along with a quantitative-deductive causal method was adopted, and Bangladeshi Small and Medium Enterprise (SME) sector was the focus in this study. We collected data utilising self-administered questionnaires from 211 full-time employees and applied partial least square-structural equation modelling for our statistical analysis. Our research findings emphasise that HPWSs positively affects perceived support from the organisation, subsequently enhancing creativity of employees. Furthermore, the outcomes also suggest that perceived support from the organisation acts as a mediator in the connection between HPWSs and the creativity of employees. Our study makes a significant contribution to the SME literature on what ways SMEs might enhance employee creativity. Moreover, the findings relating to this research have also implications for managers as well as practitioners. It is crucial for SMEs to implement HPWS that in turn encourage employee creativity. In order to stimulate employee creativity, SME businesses should adopt HPWS that foster employees' perceptions of organisational support. Once the implementation of HPWS is done, it becomes essential for SME employees to be motivated and perceive strong support from their employer, which, in turn, leads to increased creative behaviour.

Files

IRJSTEM_V3N3_2023_Paper5.pdf

Files (514.0 kB)

Name Size Download all
md5:ece63f283da6e7088f9120990754aaf6
514.0 kB Preview Download

Additional details

References

  • Aggarwal, U., Datta, S., & Bhargava, S. (2007). The relationship between human resource practices, psychological contract and employee engagement: Implications for managing talent. IIMB Management Review, 19(3), 313-325.
  • Amabile, T.M. (1988). A model of creativity and innovation in organisations. Research in Organisational Behaviour, 10(1), 123-167.
  • Amabile, T.M., Conti, R., Coon, H., Lazenby, J., & Herron, M. (1996). Assessing the work environment for creativity. Academy of Management Journal, 39(5), 1154-1184.
  • Anderson, J.C. & Gerbing, D.W. (1988). Structural equation modelling in practice: A review and recommended two-step approach. Psychological Bulletin, 103(3), 411-423.
  • Ang, M.C.H., Ramayah, T., & Amin, H. (2015). A theory of planned behaviour perspective on hiring Malaysians with disabilities. Equality, Diversity and Inclusion: An International Journal, 34(3), 186-200.
  • Bowen, D.E. & Ostroff, C. (2004). Understanding HRM–firm performance linkages: The role of the "strength" of the HRM system. Academy of Management Review, 29(2), 203-221.
  • Chiang, Y.H., Hsu, C.C., & Shih, H.A. (2015). Experienced high performance work system, extroversion personality, and creativity performance. Asia Pacific Journal of Management, 32(2), 531-549. https://doi.org/10.1007/s10490-014-9403-y
  • Chin, W.W. (1998). The partial least squares approach to structural equation modelling. In G. A. Marcoulides (Ed.), Modern Methods for Business Research (Vol. 295, pp. 295–336). Mahwah, NJ: Lawrence Erlbaum Associates.
  • Combs, J., Liu, Y., Hall, A., & Ketchen, D. (2006). How much do high‐performance work practices matter? A meta‐analysis of their effects on organisational performance. Personnel Psychology, 59(3), 501-528.
  • Ehnert, I., Parsa, S., Roper, I., Wagner, M., & Muller-Camen, M. (2016). Reporting on sustainability and HRM: A comparative study of sustainability reporting practices by the world's largest companies. The International Journal of Human Resource Management, 27(1), 88-108.
  • Eisenberger, R., Armeli, S., Rexwinkel, B., Lynch, P. D., & Rhoades, L. (2001). Reciprocation of perceived organisational support. Journal of Applied Psychology, 86(1), 42.
  • Eisenberger, R., Fasolo, P., & Davis-LaMastro, V. (1990). Perceived organisational support and employee diligence, commitment, and innovation. Journal of Applied Psychology, 75(1), 51-59.
  • Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organisational support. Journal of Applied Psychology, 71(3), 500–507.
  • Elorza, U., Harris, C., Aritzeta, A., & Balluerka, N. (2016). The effect of management and employee perspectives of high-performance work systems on employees' discretionary behaviour. Personnel Review, 45(1), 121-141.
  • Erdogan, B., Kraimer, M.L., & Liden, R.C. (2004). Work value congruence and intrinsic career success: The compensatory roles of leader‐member exchange and perceived organisational support. Personnel Psychology, 57(2), 305-332.
  • F. Hair Jr, J., Sarstedt, M., Hopkins, L., & G. Kuppelwieser, V. (2014). Partial least squares structural equation modelling (PLS-SEM) An emerging tool in business research. European Business Review, 26(2), 106–121.
  • Fareed, M., Noor, W.S.W.M., Isa, M.F.M., & Salleh, S.S.M.M. (2016). Developing human capital for sustainable competitive advantage: The roles of organisational culture and high performance work system. Journal of Economic & Management Perspectives, 10(4), 655-673.
  • Fornell, C. & Larcker, D.F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(3), 39-50.
  • Fornell, C., Lorange, P., & Roos, J. (1990). The cooperative venture formation process: A latent variable structural modelling approach. Management Science, 36(10), 1246-1255.
  • Ghoshal, S. & Bartlett, C.A. (1994). Linking organisational context and managerial action: The dimensions of quality of management. Strategic Management Journal, 15(S2), 91–112.
  • Giannikis, S., & Nikandrou, I. (2013). The impact of corporate entrepreneurship and high-performance work systems on employees' job attitudes: empirical evidence from Greece during the economic downturn. The International Journal of Human Resource Management, 24(19), 3644–3666.
  • Gong, Y., Huang, J.-C., & Farh, J.-L. (2009). Employee learning orientation, transformational leadership, and employee creativity: The mediating role of employee creative self-efficacy. Academy of Management Journal, 52(4), 765–778.
  • Gong, Y., Zhou, J., & Chang, S. (2013). Core knowledge employee creativity and firm performance: The moderating role of riskiness orientation, firm size, and realised absorptive capacity. Personnel Psychology, 66(2), 443-482.
  • Greetham, B. (2009). Palgrave study skills: How to write your undergraduate dissertation. New York, NY: Palgrave MacMillan.
  • Guthrie, J.P., Flood, P.C., Liu, W., & MacCurtain, S. (2009). High performance work systems in Ireland: human resource and organisational outcomes. The International Journal of Human Resource Management, 20(1), 112-125.
  • Hair, J.F., Black, W.C., Babin, B.J., Anderson, R.E., & Tatham, R.L. (2006). Multivariate Data Analysis (6th edition). New Jersey: Pearson Education Limited.
  • Hair, J.F.J., Black, J.W., Babin, B.J., & Anderson, E.R. (2010). Multivariate Data Analysis (7th edition). Upper Saddle River, New Jersey: Pearson Education Limited.
  • Hair, J.F.J., Hult, G.T.M., Ringle, C., & Sarstedt, M. (2017). A primer on partial least squares structural equation modelling (PLS-SEM) (2nd edition). Thousand Oaks, CA: Sage Publications Inc.
  • Hair, J. F. J., Ringle, C. M., & Sarstedt, M. (2011). PLS-SEM: Indeed a silver bullet. Journal of Marketing Theory and Practice, 19(2), 139-152.
  • Jiang, J., Wang, S., & Zhao, S. (2012). Does HRM facilitate employee creativity and organisational innovation? A study of Chinese firms. The International Journal of Human Resource Management, 23(19), 4025–4047.
  • Judge, T.A. & Ilies, R. (2004). Affect and job satisfaction: a study of their relationship at work and at home. Journal of Applied Psychology, 89(4), 661-673.
  • Krejcie, R. V, & Morgan, D. W. (1970). Determining sample size for research activities. Educational and Psychological Measurement, 30(3), 607-610.
  • Maden, C. (2015). Linking high involvement human resource practices to employee proactivity: The role of work engagement and learning goal orientation. Personnel Review, 44(5), 720-738.
  • Messersmith, J.G. & Guthrie, J.P. (2010). High performance work systems in emergent organisations: Implications for firm performance. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in Alliance with the Society of Human Resources Management, 49(2), 241-264.
  • Paauwe, J., Wright, P., & Guest, D. (2013). HRM and performance: what do we know and where should we go? In HRM and performance: Achievements and challenges (pp. 1–13). Wiley.
  • Pfeffer, J. (2010). Building sustainable organisations: The human factor. Academy of Management Perspectives, 24(1), 34-45.
  • Pfeffer, J. & Jeffrey, P. (1998). The human equation: Building profits by putting people first. Boston, MA: Harvard Business Press.
  • Reinartz, W., Haenlein, M., & Henseler, J. (2009). An empirical comparison of the efficacy of covariance-based and variance-based (SEM). International Journal of Research in Marketing, 26(4), 332-344.
  • Rich, B.L., Lepine, J.A., & Crawford, E.R. (2010). Job engagement: Antecedents and effects on job performance. Academy of Management Journal, 53(3), 617-635.
  • Ringle, C.M., Wende, S., & Becker, J.M. (2015). SmartPLS 3. SmartPLS GmbH. California: Scientific Research.
  • Robinson, S.L., Kraatz, M.S., & Rousseau, D.M. (1994). Changing obligations and the psychological contract: A longitudinal study. Academy of Management Journal, 37(1), 137-152.
  • Rose, E., & Wright, G. (2005). Satisfaction and dimensions of control among call centre customer service representatives. The International Journal of Human Resource Management, 16(1), 136-160.
  • Searle, R., Den Hartog, D.N., Weibel, A., Gillespie, N., Six, F., Hatzakis, T., & Skinner, D. (2011). Trust in the employer: The role of high-involvement work practices and procedural justice in European organisations. International Journal of Human Resource Management, 22(5), 1069-1092. https://doi.org/10.1080/09585192.2011.556782
  • Selden, S., Schimmoeller, L., & Thompson, R. (2013). The influence of high performance work systems on voluntary turnover of new hires in US state governments. Personnel Review, 42(3), 300-323.
  • Shen, J., Benson, J., & Huang, B. (2014). High‐performance work systems and teachers' work performance: The mediating role of quality of working life. Human Resource Management, 53(5), 817–833.
  • Shih, H.-A., Chiang, Y.-H., & Hsu, C.-C. (2013). High performance work system and HCN performance. Journal of Business Research, 66(4), 540–546.
  • Sparrow, P., Shipton, H., Budhwar, P., & Brown, A. (2016). Human resource management, innovation and performance. Basingstoke: Springer.
  • 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.
  • Wayne, S.J., Shore, L.M., & Liden, R.C. (1997). Perceived organisational support and leader-member exchange: A social exchange perspective. Academy of Management Journal, 40(1), 82-111.
  • Whitener, E. M. (2001). Do "high commitment" human resource practices affect employee commitment? A cross-level analysis using hierarchical linear modelling. Journal of Management, 27(5), 515-535.
  • Wong, Y.-T., Wong, C.-S., & Ngo, H.-Y. (2012). The effects of trust in organisation and perceived organisational support on organisational citizenship behaviour: A test of three competing models. The International Journal of Human Resource Management, 23(2), 278-293.
  • Woodman, R.W., Sawyer, J.E., & Griffin, R.W. (1993). Toward a theory of organisational creativity. Academy of Management Review, 18(2), 293-321.
  • Woodman, R.W. & Schoenfeldt, L.F. (1990). An interactionist model of creative behaviour. The Journal of Creative Behaviour, 24(1), 279-290.
  • Yu, C. & Frenkel, S.J. (2013). Explaining task performance and creativity from perceived organisational support theory: Which mechanisms are more important? Journal of Organisational Behaviour, 34(8), 1165–1181.
  • Zacharatos, A., Barling, J., & Iverson, R.D. (2005). High-performance work systems and occupational safety. Journal of Applied Psychology, 90(1), 77.
  • 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.