Fostering Employees’ Innovative Work Behavior Intentions: The Roles of Agile Human Resource Management Systems, Innovation-Supportive Climate, and Creative Self-Efficacy

Nancy Abdullah Shamaileh; Suleiman Ibrahim Mohammad; Fatima Lahcen Yachou Aityassine; Saif Isam Aladwan; Asokan Vasudevan

doi:10.32479/irmm.23836

Authors

Nancy Abdullah Shamaileh Department of Business Administration, School of Business, Al al-Bayt University, Mafraq, Jordan,
Suleiman Ibrahim Mohammad Electronic Marketing and Social Media, Economic and Administrative Sciences Zarqa University, Zarqa, Jordan; & INTI International University, Negeri Sembilan, Malaysia,
Fatima Lahcen Yachou Aityassine Department of Financial and Administrative Sciences, Al-Huson University College, Al-Balqa’ Applied University, As-Salt, Jordan,
Saif Isam Aladwan School of Management, Universiti Sains Malaysia, George Town, Penang, Malaysia,
Asokan Vasudevan Faculty of Business and Communications, INTI International University, Negeri Sembilan, Malaysia.

DOI:

https://doi.org/10.32479/irmm.23836

Keywords:

Innovative Work Behavior, Human Resources, Supportive Climate, Creative Self-Efficacy, Jordan

Abstract

The desire of employees to work innovatively is a key force of the competitiveness, flexibility, and sustainability of organizations in the changing business environments. Although previous studies have emphasized on the significance of personal abilities like CSE in the development of innovative intentions, little focus has been on the combined contribution of the emergent Human Resource Management (HRM) systems and supportive organisational climates in developing innovative intentions. To close this gap, the current research considers the innovative work behaviour intentions of employees presenting both organisational and individual-level factors in the same framework. This paper conceptualizes two organisational drivers, namely agile HRM (AHRM) systems and innovation-supportive climate (ISC), and a single individual variable, which is the creative self-efficacy (CSE). Agile HRM systems are considered to be flexible, responsive, and adaptive HR systems that give way to quick learning, experimentation, employee empowerment, and innovation-beneficial climate that reflects shared perceptions about how organization supports creativity, risk-taking, and idea generation. CSE demonstrates the confidence of the employees in their potential to come up with new and useful ideas. The research design was cross-sectional, and 742 employees employed in public organizations were used to gather the data. Structural equation modelling (SEM) was applied to test both direct and indirect relationships between the variables that were used in the study. The results demonstrate that AHRM systems have a significant predictive value of IWBI in employees in a direct and indirect manner, through ISC and CSE. Moreover, workers who have higher levels of CSE have better intentions to participate in the innovative activities. The findings highlight the importance of AHRM processes in developing an organisational culture that promotes innovation and at the same time boosts the confidence of the employees in their creative capabilities. This research is relevant to the growing body of HRM literature in that the suggestion provides a multi-level view of the relationship between systems, climate, and individual cognition to explain IWBI. Practical implications and theoretical implications are discussed.