DO HIGH-PERFORMANCE WORK PRACTICES INDUCE INNOVATIVE WORK BEHAVIOUR? THE CASE OF THE QATARI BANKING SECTOR

Abstract

Purpose: This paper presents results from an empirical study in the banking sector in Qatar on the impact of high-performance work practices (HPWPs) on employee’s innovative work behaviour (IWB). In particular, the study seeks to examine the impact of HPWP on employees work attitudes of job satisfaction and organisational commitment, and of the possible mediating link of employees’ attitudes (i.e., satisfaction and commitment) on HPWPs and IWB link.Methodology: Data were collected from employees about their perception of the use of HPWPs in their banks and about their level of satisfaction at work, their perceived commitment, and their innovative work behaviour. The sample included 150 employees working in different banks at Qatar.Findings: The findings suggest that HPWPs are positively related to job satisfaction, organisational commitment, and IWB. Also, the study provides support for the mediating effect of organisational commitment on the HPWPs and IWB link.Practical implications: When trying to inspire employees IWB through managerial practices (like HPWPs) in Qatari banks, management needs to pay attention to employees work related attitudes such as job satisfaction and organisational commitment.Limitations: The unique characteristics of the Qatari banks limits the generalizability of the study findings.Originality: This is the first study that explores the mediating role of job satisfaction and organisational commitment on HPWPs-IWB link after conducting a comprehensive PLS analysis. Moreover, the study provides evidence of this possible link in what is believed to be unique study setting.