Human Resource Management Perspective Research Articles

Exploring Influencing Factors of Drug Accidents from the Perspective of Human Resource Management : A Case Study in China

In recent years, the rapid development of the pharmaceutical industry has been associated with both the quality improvement of medicine and some accidents. With the advent of the knowledge economy, companies are paying increasing attention to human resource management (HRM). Modern HRM is no longer restricted to basic functions, and deeper implications are essential. Especially in pharmaceutical enterprises, which face fierce competition and arduous responsibilities, from human resource planning to labour relationship management, the criteria are diverse. There is no clear information regarding the influencing factors of drug accidents from the perspective of HRM. This study implemented an interview and a questionnaire investigation in order to acquire the opinions of experts. After an informal interview with the director of the SJ Pharmaceutical Factory Comprehensive Department, the author learned that the SJ Pharmaceutical Factory was at the forefront of the industry in northeast China. Finally, this paper explores these factors against the background of the SJ Pharmaceutical Factory in China, using social network analysis to implement the analysis of data collected from authoritative experts. Through a literature review, this article extracted 19 criteria as HRM influencing factors of drug accidents in six dimensions based on six HRM modules. Then, with the help of a five-point Likert scale, this paper designed an opinion questionnaire to elicit scientific experts’ opinions. In addition, the SNA method was applied to analyze the questionnaire data. This paper appeals to the pharmaceutical industry to establish a sustainable performance system, improve the index system of title evaluation, and improve the knowledge level of HRM specialists. If companies cannot take strict and effective measures, the pharmaceutical industry will likely be threatened again by tragedy. Broadly speaking, the entire processes of SJ pharmaceutical company that we considered can be generalized to any drug-related companies, and the suggestions focusing on analysis results of SJ could be learnt by similar companies to certain extent.

Do HRM systems impose restrictions on employee quality of life? Evidence from a sustainable HRM perspective

Sustainable human resource management (HRM) as an emerging discipline facilitates businesses to improve employees’ quality of life to achieve a social sustainability outcome. A moderated-mediation study using data from large organizations in India attempts to establish that bundles of motivation enhancing practices of an HRM system used to improve organizational performance increase the health harm of work among employees. The health harm of work is about the restrictions imposed by work on employees to improve quality of life and it is different from work stress and strain. It is demonstrated that perceived organizational support as a mediator reduces the health harm of work imposed by bundles of practices of an HRM system. However, there is limited evidence to support that employee level exchange ideology moderates the relationship between perceived organizational support and the health harm of work. Theoretical contributions and future research directions to promote sustainable HRM system are discussed.

The Initial Stage of the Implementation of Employee Capital Plans in Greater Poland from the Perspective of Human Resource Management: A Research Report

The introduction of an employee capital plan (PPK) constitutes a new challenge for various groups of stakeholders involve in the process—employers, employees and their representatives, state institutions acting as co–organizers, regulators and supervisors of the process, and financial institutions offering employee capital plan financial products. On behalf of employers, it is the HR management, accounting, and finance departments that are primarily responsible for implementing this complex management process. The purpose behind the research,* the initial and partial results of which are presented in the article, was to identify the main management problems occurring in the first phase of employee capital plan implementation in large enterprises in Greater Poland as well as to seek answers to the question of whether the surveyed entrepreneurs fully utilize the possibilities of the new retirement pension scheme in their human resource management strategy and in their motivational system.

EMPLOYEE ENGAGEMENT: TYPES, LEVELS AND RELATIONSHIP WITH PRACTICE OF HRM

Human resources are important assets of every organization. Recruitment and selection play an effective role in improving the organizational performance, because recruitment directly is relating with employee engagement. Employee engagement has emerged as a popular organizational concept in recent years. Employee engagement, strangely enough, has been a crucial priority of HR since before the term was using. It has become one of the leading priorities of human resource practitioners and senior managers in the organization today, so employee engagement has generated great deal of attention among many human resource practitioners. In present day, where is large-scale competition in the market, it is necessary for the organization to have engaged workforce for the survival and smooth functioning of the organization. Every organization wants to make the best utilization of its human resources in order to achieve competitive advantage in the market. When employees are engaged in their work, they have good relationships with their co-workers and working environment becomes better, are not only happy in their job, but also translate that satisfaction into higher productivity and profitability of the organization. High levels of engagement promote retention of talent, foster customer loyalty and improve organizational performance and stakeholder value. The paper discusses theoretical approaches to the significant concept and phenomenon of today – employee engagement and the factors behind it. In addition, the paper examined the type of employee engagement, problematic of individual and organizational engagement that affects organizational decisions. The aim of article is to identify the distinctive features of two types of engagement in the scientific literature employee engagement and organizational engagement, also connections reflecting the possible role of human resource management practices in the process of management of employee engagement. The purpose implies tasks: to reveal the essence of engagement and the factors that determine it ; also is presented a theoretical model of interfaces. The research methodology is the theoretical modeling of the phenomenon employee engagement from a human resource management perspective. The article is presenting in different sections such as meaning and concept of employee engagement, importance and factors influencing employee engagement and impact of employee engagement on organizational performance. The article consists of three logically interconnected parts. The introduction justifies relevance topics. The main part provides a review of literary sources, in which the authors examine the typology of engagement, distinguish types such as job engagement and organizational engagement. This section analyzes the relationship between characteristics and the influence of their design on employee engagement. This section also analyzes the conditions of formation and the results of the manifestation of employee engagement at the individual organizational levels, describes the connection of various aspects of this state with the practice of human resources management. In the final part, is given a theoretical model developed by the author – the main result of the article. It is a hypothetical model of the structure of employee engagement and how various human resources management practices shape employee engagement and how individual engagement of an employee transforms into a competitive advantage of organization. Data sources for the theoretical study described in this article are publications on the topic of engagement of such highly rated publications like Journal of Applied Psychology, Journal of Occupational and Organizational Psychology and The International Journal of Human Resource Management. The value of the results. This paper may serve as the basis for further research in the field of employee engagement generally and individual additional variable components. Research conclusions may have be used to build the organizational policy of the company in relation to the system human resource management.

IMPACT ON PROJECT SUCCESS THROUGH HUMAN RESOURCE MANAGEMENT AND KNOWLEDGE MANAGEMENT: MEDIATION MODEL FROM COMPETENCY

The impact of development perspective of human resource management and lesson learned system of knowledge management on project success with the mediation of project management competency retention is examined by collecting the data from the regular employees of telecommunication sector (PTCL, Ufone, Warid, Zong and Mobilink), GEPCO and Sui Northern Gas Pipeline limited of Gujranwala District of Punjab, Pakistan. For this purpose 380 questionnaires were distributed out of which 321 questionnaire were returned and the study gains an actual response rate of 84.4%. Some questionnaires were excluded because of missing values by using list-wise deletion method which includes particular statistical analysis and after that 310 complete questionnaires were selected for further proceeding. The relationship of Development Perspective of Human Resource Management, Lesson Learned System of Knowledge Management and Project Success with mediation of Project Management Competency Retention is examined by using the statistical techniques such as “Pearson’s Correlation”, “Descriptive Statistics” and “Factor Analysis”. The results confirmed that development perspective of human resource management and lesson learned system of knowledge management has insignificant positive relationship with project management competency retention and project success. There is no mediation of project management competency retention has been proved between development perspective of human resource management, lesson learned system of knowledge management and project success. A significant positive relationship has been proved between project management competency retention and project success. Finally the results suggested that it is crucial for the organizations to retain competency to achieve project success.

COVID-19 and employees’ mental health: stressors, moderators and agenda for organizational actions

Background: This paper examines the impact of coronavirus COVID-19 outbreak on employees’ mental health, specifically psychological distress and depression. It aims at identifying the main stressors during and post COVID-19, examining the main moderating factors which may mitigate or aggravate the impact of COVID-19 on employees’ mental health and finally to suggest recommendations from a human resource management perspective to mitigate COVID-19’s impact on employees’ mental health. Methods: This paper is a literature review. The search for articles was made in Google scholar, Web of Science and Semantic scholar. We used a combination of terms related to coronavirus OR COVID-19, workplace and mental health. Due to the paucity of studies on the COVID-19 impact on employees’ mental health, we had to draw on studies on recent epidemics. Results: The identified literature reports a negative impact of COVID-19 on individual’s mental health. Stressors include perception of safety, threat and risk of contagion, infobesity versus the unknown, quarantine and confinement, stigma and social exclusion as well as financial loss and job insecurity. Furthermore, three dimensions of moderating factors have been identified: organizational, institutional and individual factors. In addition, a list of recommendations has been presented to mitigate the impact of COVID-19 on the employee’s mental health, during and after the outbreak, from a human resource management perspective. Conclusions: Coronavirus is new and is in a rapid progress while writing this paper. Most of current research are biomedical focusing on individuals’ physical health. In this context, mental health issues seem overlooked. This paper helps to broaden the scope of research on workplace mental health, by examining the impact of a complex new pandemic: COVID-19 on employees’ mental health, from social sciences perceptive, mobilizing psychology and human resource management.

COVID-19 and employees’ mental health: stressors, moderators and agenda for organizational actions

Background: This paper examines the impact of coronavirus COVID-19 outbreak on employees’ mental health, specifically psychological distress and depression. It aims at identifying the main stressors during and post COVID-19, examining the main moderating factors which may mitigate or aggravate the impact of COVID-19 on employees’ mental health and finally to suggest recommendations from a human resource management perspective to mitigate COVID-19’s impact on employees’ mental health. Methods: This paper is a literature review. The search for articles was made in Google scholar, Web of Science and Semantic scholar. We used a combination of terms related to coronavirus OR COVID-19, workplace and mental health. Due to the paucity of studies on the COVID-19 impact on employees’ mental health, we had to draw on studies on recent epidemics. Results: The identified literature reports a negative impact of COVID-19 on individual’s mental health. Stressors include perception of safety, threat and risk of contagion, infobesity versus the unknown, quarantine and confinement, stigma and social exclusion as well as financial loss and job insecurity. Furthermore, three dimensions of moderating factors have been identified: organizational, institutional and individual factors. In addition, a list of recommendations has been presented to mitigate the impact of COVID-19 on the employee’s mental health, during and after the outbreak, from a human resource management perspective. Conclusions: Coronavirus is new and is in a rapid progress while writing this paper. Most of current research are biomedical focusing on individuals’ physical health. In this context, mental health issues seem overlooked. This paper helps to broaden the scope of research on workplace mental health, by examining the impact of a complex new pandemic: COVID-19 on employees’ mental health, from social sciences perceptive, mobilizing psychology and human resource management.

COVID-19 and employees’ mental health: stressors, moderators and agenda for organizational actions

Background: This paper examines the impact of coronavirus COVID-19 outbreak on employees’ mental health, specifically psychological distress and depression. It aims at identifying the main stressors during and post COVID-19, examining the main moderating factors which may mitigate or aggravate the impact of COVID-19 on employees’ mental health and finally to suggest recommendations from a human resource management perspective to mitigate COVID-19’s impact on employees’ mental health. Methods: This paper is a literature review. The search for articles was made in Google scholar, Web of Science and Semantic scholar. We used a combination of terms related to coronavirus OR COVID-19, workplace and mental health. Due to the paucity of studies on the COVID-19 impact on employees’ mental health, we had to draw on studies on recent epidemics. Results: The identified literature reports a negative impact of COVID-19 on individual’s mental health. Stressors include perception of safety, threat and risk of contagion, infobesity versus the unknown, quarantine and confinement, stigma and social exclusion as well as financial loss and job insecurity. Furthermore, three dimensions of moderating factors have been identified: organizational, institutional and individual factors. In addition, a list of recommendations has been presented to mitigate the impact of COVID-19 on the employee’s mental health, during and after the outbreak, from a human resource management perspective. Conclusions: Coronavirus is new and is in a rapid progress while writing this paper. Most of current research are biomedical focusing on individuals’ physical health. In this context, mental health issues seem overlooked. This paper helps to broaden the scope of research on workplace mental health, by examining the impact of a complex new pandemic: COVID-19 on employees’ mental health, from social sciences perceptive, mobilizing psychology and human resource management.

Creating a participative global workplace: A DEMS based approach

PurposeThe purpose of this paper is to present a strategic change from the traditionally understood human resource management perspective. Through this paper, the authors attempt to present a diversity and equality based model of managing human resources for global companies for best outcomes through developing an environment of participation within the company.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThrough this paper, the authors show that DEMS has immense potential for modern day global organizations. However, it must be noted that adoption and adaptation are to be contextualized with the organization and matched with the overall goals. This paper provides a validation to the research by Ali & Konrad (2017) and empirically proves that migration from present practices to DEMS might take time, but organizations that have adopted DEMS practices have evolved into being participative in nature and have experienced sustainable competitive advantage, leading to superior organisational performance.Originality/valueThe briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

How Proactive Environmental Strategy Facilitates Environmental Reputation: Roles of Green Human Resource Management and Discretionary Slack

Based on natural resource-based theory, we examined how firms’ environmental strategies and environmental reputation depended on their green human resource management and discretionary slack. From the perspective of human resource management, we hypothesized that proactive environmental strategy predicted firms’ environmental reputation through the mediation of green human resource management. We further proposed that slack resources, which can be used discretely by managers for environmental management, enhanced the hypothesized relationships. Using data from firms in environmentally sensitive industries in eastern China, we provided empirical support for our hypotheses. The findings highlight the vital roles played by managers and green human resource management in implementing firms’ environmental strategies and promoting firms’ environmental reputation.

人力资源管理视角下军工科研院所员工担当作为的激励机制研究

人力资源管理视角下军工科研院所员工担当作为的激励机制研究

Designing a human resource scorecard: An empirical stakeholder-based study with a company culture perspective

Human resource management (HRM) in public organizations managed based on a balanced scorecard requires a different narrative on the map of strategic goals than in private organizations. However, this issue is not widely recognized and discussed. This study aims to identify strategic goals and outline an HRM strategy with a stakeholder approach from a corporate culture perspective based on a balanced scorecard by examining and highlighting areas that should be included in the revised narrative. This exploration was carried out through qualitative research, particularly a thematic analysis based on data from the Kish Free Zone Organization. Therefore, using the themes obtained, a human resources strategy map was presented based on a balanced scorecard. The six-step Clarke-Braun process and the three-step Attride-Stirling thematic classification method were combined into a thematic network, and a seven-step research process was created. Data was collected through interviews with stakeholders in the Human Resources (HR) unit. These stakeholders are (1) HR employees (2) employees of other entities (3) senior and middle management (4) family of employees (5) HR department of related companies (6) retirees, and (7) customers of this entity. To identify strategic goals and a human resource strategy map, 187 main topics, 39 organizational topics, and 12 global themes were identified after transcription of the interviews, including (1) the development of family policies (2) promoting the well-being, health, and well-being of employees (3) improving productivity HR department (4) promoting the human dignity of the staff (5) developing an organizational culture based on customer orientation and innovation (6) empowering employees (7) development HR information system (8) strategic recruitment and retention of employees (9) performance management and development employees (10) strategic transformation of HRM based on research and process reform (11) adjusting the allocation and use of the HR budget to the organization's strategy and (12) improving the accounting mechanism for the personnel budget. This study is innovative due to the proposed approach to redesign the strategy map and the balanced scorecard from a human resource management perspective, methodically, due to adopting a combined thematic analysis process and constructing related narratives and stakeholder approaches from a corporate culture perspective.

Navigating the next Industrial revolution: Future Work Force analysis based on Western Australian narrative

The study adopts a Focus group discussion than the more dominant quantitative data in studying Western Australian Business landscape and it’s local and global disrupters, repellents and extractors are exhaustively and critically analyzed. In order to ascertain needed competencies to navigate the next industrial revolution, current practices of government and non-government initiatives can be Juxtaposed to rowing and rafting phenomena. The current global strategic HR perspective should be focused, fast and flexible but the Australian Government and most corporate conglomerates view are it should be Safe, Slow and Strict. People make sense of their world where human actions are based upon the person's interpretation of events, societal meanings, intentions and beliefs (Gill and Johnson 20101; Denzin and Lincoln, 20052). The Australian public’s belief in navigating the next industrial revolution and the effect of Government policy-making is analyzed critically in this paper. The following two questions being answered with practical disparity and in the end, adjusted accordingly to make sense to the layman terms. First “Why we need to reimagine Human Resource Management perspective?” was unveiled. Secondly, the key features of future Human Resource Management were questioned. Thirdly what should the Australian corporates and Governments do differently to assimilate our workforce to reap benefits from the next industrial revolution is discussed. Finally championing the change using the right blend of leadership style and scale of change discussed in length to add clarity to the perspective.

Why and when leader humility promotes constructive voice: a crossover of energy perspective

PurposeThe purpose of this paper is to build a moderate mediation model to delineate the effects of leader humility on employee constructive voice behavior based on conservation of resources theory and crossover of resources model. Specifically, when a leader behaves with humility, the followers will be more likely to feel they receive psychological resources from their interactions with the leader (i.e. relational energy), and thus engage in more constructive voice behavior. In addition, this energizing effect only occurs when the leader is perceived as having higher apparent sincerity by their subordinates.Design/methodology/approachThe research hypotheses of this study were empirically tested using multi-timepoint and multi-source (i.e. supervisors and subordinates) survey data in China. Study 1, based on data from 449 subordinates and 88 immediate supervisors, was conducted to test the proposed mediation effect. Study 2, based on data from 185 subordinates and 50 immediate supervisors, was conducted to replicate the findings of Study 1 and test the integrated model.FindingsThe results of Study 1 support the proposed mediation effect that leader humility positively predicts followers’ constructive voice behavior via boosting followers’ relational energy. The results of Study 2 replicate the findings of Study 1 and further indicate that leader humility is only positively related to perceived relational energy when a leader is perceived as having higher apparent sincerity by their subordinates.Practical implicationsThis paper provides detailed instructions for business practitioners. First, given that employee constructive voice behavior is related to employee relational energy and is beneficial to organizations, leaders are encouraged to behave with humility when interacting with their subordinates. Second, from the perspective of human resource management, well-designed training programs can be used to help leaders to develop leader humility. Third, the findings of this paper call attention to a potential risk for humble leaders. Organizations should educate leaders on the potential negative consequences of false humility and encourage leader humility that will appear in leaders’ sincerity.Originality/valueOverall, drawing on conservation of resources theory and crossover of resources model, this paper reveals that boosting relational energy is a mechanism via which humble leaders can shape employees’ voice behavior. Second, by examining the moderation effect of apparent sincerity of leaders from followers’ perspective, this paper suggests an actor–recipient perspective to identify the boundaries of the energizing mechanism. Third, the findings of this paper add to the knowledge on voice research by highlighting an additional source of energy for employee constructive voice behavior.

Supply chain integration in omni-channel retailing: a human resource management perspective

PurposeThe purpose of this paper is to apply the dynamic capability view to identify relationships between human capital (HC), supply chain integration (SCI) and firm’s performance. It also examines the moderating effect of product variety (PV) on these relationships in the context of omni-channel retailing (OCR).Design/methodology/approachAn empirical study was conducted based on survey research. In total, 230 retailers in China’s market adopting omni-channel strategy were surveyed to examine the hypotheses proposed in our conceptual model using statistical techniques.FindingsThis study reveals that HC has a positive impact on SCI, and the impact of employees’ capital is greater on the success of SCI than that of managers’ capital. Moreover, the results confirm that SCI facilitates the achievement of superior performance. Organization integration contributes the most to performance improvement in OCR. Additionally, this study identifies the positive moderating effect of PV on the relationship between HC and SCI, while the moderating effect is insignificant to the influence of SCI on performance.Research limitations/implicationsWe obtained valuable insights for both academicians and practitioners. On the one hand, this could be an early attempt as an interdisciplinary study to empirically analyze supply chain management in OCR from human resource perspective. It reveals the importance of human resource management (HRM) and the contribution of SCI to OC retailers. Therefore, this study fills current research gaps. On the other hand, this study provides several practical insights to top management: the importance of improving an individual’s competency to sustain a retailer’s dynamic capability; and the importance of strengthening the organization’s integration to better achieve effective SCI in OCR. Additionally, this study proposes future research based on its limitations.Originality/valueSCI is investigated in the context of OCR from the HRM perspective. Moreover, this study reveals the importance of HRM and discusses the moderator’s effect in OCR.

Integration of Shari’ah Governance Framework in Human Resource Management Practice in Malaysia

The discussion on Shari`ah governance has gained significant attention and concerns in the Islamic finance industry. The Central Bank of Malaysia (BNM) introduced the Shari`ah Governance Framework for Islamic Financial Institutions (SGF) in 2010 for the purpose of promoting effective and good Shari`ah governance practices of Islamic Financial Institutions. The IFIs are expected to integrate necessary elements of good Shari’ah governance structure and processes in order to sustain their business in this complex environment as well as to ensure effective implementation of SGF through effective Human Resources Management (HRM). Many studies have been done on the Shariah governance aspects, processes and its effectiveness but not on the impact of HRM in SGF implementation. Therefore, the present study examines the SGF from HRM perspective particularly on the integration between SGF and HRM. It approached the topic from the perspective of job design and description through a literature review and a survey of professionals from the Shari`ah Division and HR Division of different types of IFIs in Malaysia. The data were collected from the literature review and survey responses from 78 respondents from different IFIs. The study found seven HRM scopes highlighted in the framework and found that the respondents’ general understanding of SGF implementation and HRM practices was satisfactory. Remarkably, it is also found that theIFIs have effectively used their HRM practices from the job design and description perspective as a tool to manage their key Shari`ah governance organs. Several limitations and recommendations were also presented to further enhance SGF implementation from this perspective.

Psychosocial work environment, work engagement, and employee commitment: A moderated, mediation model

• Workplace bullying was found to be prevalent in the US hospitality sector. • Work engagement was found to be a full mediator of the relationships between HPWS, POS, and affective commitment. • Workplace bullying mediated the relationship between HPWS and affective commitment, while psychosocial safety climate moderated this mediating impact. This paper contributes to the growing body of literature on the wellbeing of hospitality employees from a perspective of strategic human resource management. The role of high performance work systems (HPWS) in enhancing the affective commitment of hospitality employees is examined. The study found work engagement to mediate the relationships between HPWS, perceived organizational support, and affective commitment. Workplace bullying, a highly prevalent phenomenon in the hospitality sector, was found to mediate the relationship between HPWS and affective commitment, while psychosocial safety climate moderated this mediating impact. We will suggest the implications for managing psychosocial work hazards in hospitality organizations.

Unmanaged migration and the role of MNEs in reducing push factors and promoting peace: A strategic HRM perspective

The global migration crisis has prompted calls by the United Nations and others for private sector involvement in migration governance. Drawing on the strategic human resource management (HRM) and peace through commerce literature, we propose that MNEs can mobilize the resources of the firm to reduce migration push factors and promote peace in origin and at-risk countries by adopting peacebuilding as a strategic objective implemented through political CSR and conflict-sensitive HRM within a strategic HRM framework. MNEs that take up this ‘grand challenge’ are likely to benefit from greater stability and lower risk, the development of new markets, and enhanced organizational reputation, legitimacy, and competitiveness. We develop research propositions on the likelihood of MNE adoption. Policy and management implications are provided.

How to Attract Talented Expatriates: The Key Role of Sustainable HRM

Retaining talented expatriates is important for multinational enterprises (MNEs) to maintain knowledge sustainability between their headquarters (HQ) and subsidiaries. However, depending on the host country image of a subsidiary, the attractiveness of the subsidiary may make it challenging to recruit prospective expatriates. Based on the sustainable human resource management (HRM) perspective, this study examines the direct effect of the host country image of a subsidiary and the moderating effect of family support policies on a subsidiary’s attractiveness, by comparing subsidiaries in the US and Vietnam. The results are based on data from 434 Korean potential expatriate applicants and show that the host country image of a subsidiary has a direct effect on the subsidiary’s attractiveness. Specifically, expatriate applicants are less attracted to a Vietnam-based subsidiary than to a US-based one. Further, the positive moderating effect of family support policies on subsidiary attractiveness is more relevant for the Vietnam-based subsidiary. This result suggests that family support policies can be a key strategy for overcoming the less preferred host country images of subsidiaries in emerging markets, thus improving subsidiary sustainability in the long term. The implications of these findings are provided in the context of sustainable HRM and the existing expatriate literature.

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

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.