Effect of high performance work practices on service innovative behavior

Abstract

Purpose This study aims to provide a holistic model for high performance work practices (HPWPs), work engagement (WE), job autonomy (JA) and service innovative behavior (SIB) of employees in hotel industry, taking social exchange theory as the base of the study. The present study examined the effect of HPWPs on hotel employees’ SIB, mediated by WE. This study further examined the moderating role of JA on the relationship between WE and SIB. Design/methodology/approach The study was conducted in both the Garhwal and Kumaon Himalayan regions, Uttarakhand state, India. Using convenience sampling method and standardized questionnaire, data were collected from 384 employees working in 32 hotels and relationships were tested using Hayes’ method of regression analysis. Findings The findings of the study revealed that WE mediated the relationship between HPWPs and SIB. Furthermore, it was observed that JA acted as a moderator between WE and SIB. Research limitations/implications The responses were collected from the hotels of Uttarakhand region only, so the future studies may be carried out in other industries such as banking, automobile, IT, call centers, etc., as well as in some other region also. Originality/value The present study has made some crucial contributions to the existing literature and knowledge base. The study of different variables has been tested in western countries, but this integrated model is the first of its kind, which was tested in Indian context, i.e. Indian hotel employees, especially in Uttarakhand, India, that has completely different work settings/environment as compared to the western countries.