Knowledge-based HRM practices as an antecedent to service innovative behavior

Abstract

PurposeThe purpose of this paper is to try to profess that human resource management and knowledge are key antecedents, the amalgamation of which helps in developing the human capital (HC) which in turn generates employee’s service innovative behavior. Previous researches have studied the combination of human resource management (HRM) and knowledge perspective but not explicitly, there remains a significant gap and the HRM-innovative behavior literature remains unexplored.Design/methodology/approachSPSS 21, AMOS 21 and SAS 9.1 software were used to calculate the reliability of the scales, convergent, discriminant validity and overall fitness of the proposed model. SPSS macro called PROCESS was used to determine the indirect effect if any. Further, hierarchical linear modeling was performed to test the group level effect on the proposed model.FindingsThe research work confirms the role of knowledge-based human resource management (KHRM) practices as a precursor to HC, thus influencing the employee service innovative behavior when the person–organization fit is high rather than low. The literature has also elaborated on the central role of knowledge mechanisms in influencing a firm’s capability to support novel ideas and creative work patterns.Originality/valueThe present study has tried to investigate a very novel topic, i.e., KHRM practices whose literature are negligible. The research work has highlighted as to how KHRM practices which are basically non-tangible, rare, non-imitable can influence the innovative work-behavior of employees in a less knowledge-intensive industry such as the tourist hotels.