Investigating the role of HRM practices on service innovation: empirical evidence from UAE government agencies

Abstract

PurposeGovernment agencies are trying to develop strategies to improve their innovative activities. However, due to many challenges and obstacles, employees are reluctant to perform innovatively in such agencies. Human resource management (HRM) practises and an appropriate culture can help to improve service innovation. However, empirical evidence to prove this relationship is insufficient particularly in the government sector. Thus, this study aims to empirically analyses the effect of HRM practises and innovation culture on service innovation of the United Arab Emirates (UAE)’s Government agencies.Design/methodology/approachThe data were collected from government entities in the UAE. Structural equation modelling through partial least squares modelling was used to test the proposed hypotheses. SPSS was also used to conduct preliminary analysis.FindingsStatistical results provide strong evidence that HRM practises and innovation culture positively affected service innovation of UAE’s Government agencies.Research limitations/implicationsFurther details and valuable implications are discussed throughout the study. Results have many practical and theoretical implications. Results can help government agencies develop their services innovation by tailoring HRM practises and establishing proper innovation culture in their agencies.Originality/valueAlthough several contributions indicated that culture is a key determinant of innovation and a mediator in the link between HRM practises and service innovation, the literature lacks empirical studies investigating this link. Accordingly, this study seeks to bridge this gap and delivers evidence supporting them. In addition, this study is one of the unique studies that use these variables in government agencies in the UAE.