Abstract
In this study, we examined the associations of the high-performance work system (HPWS) with employee innovative behavior, and tested a theoretical model in which these associations were mediated by employee voice (promotive and prohibitive voice) and moderated by psychological safety. Matched data were collected from 46 HR (Human Resource) managers and 374 full-time employees from 46 companies in China with multi-source and time-lagged techniques. We found that the HPWS is associated with employee behavior. Both the promotive voice and prohibitive voice partially mediate the relationship between HPWS and employee innovative behavior. Psychological safety moderates the relationship between HPWS and the promotive voice. However, psychological safety does not moderate the relationship between HPWS and the prohibitive voice. Furthermore, psychological safety moderates the mediation effect of the promotive voice between HPWS and employee innovative behavior. We discuss the theoretical and practical implications of these findings.
Highlights
In China’s economy, innovation has become the primary driving force for development
This study explored the internal relationship between the high-performance work system on the organizational-level and innovative behavior at the individual-level, and explored the mediating role of employee voice, providing important inspiration for organizational managers to pay attention to and encourage employees to actively use voice behavior
Based on the work requirements–resources model, we found that the high-performance work system (HPWS), which combines both control-oriented practice and commitment-oriented practice, has a positive effect on promoting individual innovation behavior, which is different from the notion that control-based or control-oriented practice measures such as results-based performance appraisal and the forced ranking system are not conducive to innovation behavior
Summary
In China’s economy, innovation has become the primary driving force for development. Under the innovation-driven development strategy, organizational innovation, as a new engine of economic development, is playing an increasingly important role, and employee innovative behavior is key for enterprises to obtain sustainable competitive advantages. Employee innovative behavior responds to the constantly changing environment through reengineering and reinventing processes and methods. Employee innovative behavior, as a performance variable, has attracted growing attention from academic and practical circles [1], and is the fundamental guarantee of organizational innovation [2]. Research on employee innovative behavior continues to emerge. Extant research has suggested that it is often a result of distinctive individual, collective, or organizational features
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