Role Of Human Resource Practices Research Articles

Role of human resource practices, leadership and intellectual capital in enhancing organisational performance: the mediating effect of organisational agility

PurposeThe objective of this study aims to investigate the manner in which Human Resource Practices (HRP), leadership, and intellectual capital contribute to organisational agility within the healthcare sector, and to assess how this agility influences overall organisational performance.Design/methodology/approachThis research was undertaken within healthcare organisations situated in the United Arab Emirates (UAE). The study sample comprised of 275 participants, and the distribution of the sample across various classifications closely mirrored that of the larger population. To assess the formulated hypotheses, the research utilized Partial Least Squares Structural Equation Modeling (PLS-SEM) software.FindingsResults confirmed the proposed framework and uncovered the significance of HRP, leadership and intellectual capital on organisational agility and organisational performance in a dynamic environment like hospitals.Originality/valueThis study demonstrates originality by investigating hospital responsiveness within a highly dynamic context necessitating agility from both managerial and non-technical perspectives. Additionally, it explores the impact of HRP, leadership, and intellectual capital on organisational agility, along with its repercussions for overall organisational performance.

The effect of job satisfaction and moonlighting intentions with mediating and moderating effects of commitment and HR practices an empirical study

Moonlighting as a practice, the limelight was gained during the COVID-19 pandemic due to remote work involving flexible work, which saved employees’ commuting time to the office and has become a potential source of income for individuals seeking other jobs. The authors examined the phenomenon of moonlighting by assessing the relationships between job satisfaction, organizational commitment, and moonlighting intentions. The authors also examined the mediating effects of employee organizational commitment and economic intentions and the moderating role of human resource practices on the relationship between job satisfaction and moonlighting intentions. The data were gathered for five reflective constructs of this empirical study—job satisfaction, organizational commitment, human resources practices, economic intentions, and moonlighting intentions—by surveying IT-enabled industry employees in Hyderabad. The data from 311 valid responses were subjected to structural equation modeling analysis using IBM AMOS version 28. The model-fit indices from SEM analysis indicate excellent model fit. The structural model from SEM analysis reveals that 50% of the variance in moonlighting is accounted for by job satisfaction and organizational commitment. The factor of job satisfaction is statistically significant and influences the moonlighting intentions of employees in IT-enabled industries. Job satisfaction has a positive impact on organizational commitment, and when organizational commitment increases, moonlighting intentions decrease. Organizational commitment partially mediates moonlighting intentions through job satisfaction. The study also assessed the moderating role of human resource practices on the relationship between job satisfaction and moonlighting intentions. The moderation analysis results reveal statistically significant and positive moderating effects of human resource practices on intentions to moonlight through job satisfaction. The slope analysis indicated that human resource practices strengthen the positive relationship between job satisfaction and moonlighting.

Employee voice in times of crisis: A conceptual framework exploring the role of Human Resource practices and Human Resource system strength

AbstractDespite extensive developments in the field of Human Resource Management, we still have limited and fragmented knowledge of how the external and internal environment of an organization influences direct employee voice. In this conceptual paper, we draw on signaling theory and theorize on whether and, if so, how direct employee voice and organizational voice climate are shaped at times of macro and organizational turbulence. Specifically, we introduce the concepts of solidary, utilitarian, and opportunistic crisis‐related Human Resource (HR) practices and propose that they send different signals to employees, influencing their voice perceptions in distinctive ways. We also theorize that employees interpret these signals vis‐à‐vis the experienced meso‐ and macroturbulence, a process that affects HR system strength and the subsequent formulation of voice perceptions and voice climate emergence. With this work, we contribute to the voice and strategic HR literature by offering an integrated and multilayered understanding of how top‐down processes at turbulent times such as crisis‐related HR practices can influence bottom‐up emergent phenomena.

Navigating the Saudi Gig Economy: The Role of Human Resource Practices in Enhancing Job Satisfaction and Career Sustainability

In the dynamic context of the global gig economy and Saudi Arabia’s Vision 2030, this study offers a novel examination of the impact of HR practices on gig workers’ job satisfaction and career sustainability in Saudi Arabia. Setting itself apart from prior research, it explores the uncharted interplay between HR practices and career longevity in the Saudi gig economy. Utilizing data from 344 gig workers, the study uncovers the intermediary role of job satisfaction in connecting HR practices to career sustainability, a dimension scarcely investigated before. It further assesses the often-assumed significant effects of demographic factors such as age and gender, revealing an unexpected, non-significant moderating impact. This research finds a strong positive correlation between effective HR practices, job satisfaction, and career endurance, highlighting the transformative power of HR strategies in the Saudi gig sector. These findings are vital for policymakers and practitioners focusing on Vision 2030 goals, underscoring the need for sophisticated HR strategies tailored to the unique Saudi gig environment. By bridging a critical knowledge gap and offering actionable insights, this study contributes significantly to the academic discourse on HR dynamics in gig economies and provides a foundation for future HR policy developments.

Improving Quality of Human Resources through HRM Practices and Knowledge Sharing

One of the objectives of this paper is to examine the empirical effects of certain Human Resource Management (HRM) practices and reciprocity as antecedents of knowledge-sharing (KS) behavior. In an organization, human resource knowledge quality plays a key role in the effective performance of the organization by communicating their knowledge with management and co-workers to perform their tasks in a better way. This is possible only when useful and relevant quality knowledge is successfully shared. Despite various studies on this topic, there is little research on KS and HRM practices in developing countries like Pakistan. A survey-based approach is used for data collection from different employees in the banking sector of Pakistan. The hypotheses are formulated based on the four HRM practices and reciprocity. The dataset is critically investigated using structural equation modeling (SEM). The results of this study suggest that reciprocity, recruitment and selection, and performance appraisals have a significant relationship with KS behaviour. Furthermore, KS is independent of employees’ training and development along with incentive systems in organizations. The contribution of this paper is how certain HR practices and employees’ perceptions about reciprocity influence employees’ knowledge sharing in an organization. This paper assists employers, employees, policymakers, and scholars to understand the factors that can promote knowledge sharing. This study also highlights the significant role of Human Resource Practices (HRP).

Work hour mismatches and sickness absence and the moderating role of human resource practices: Evidence from Germany

Working time mismatches – and especially overemployment – continue to be a highly relevant topic in German legislation, business practice and in research. However, it has been rather neglected in empirical absenteeism research. Therefore, the aim of this study is to examine the relationship between contractual overemployment, that is, the difference between contractual and preferred working hours, and sickness absence in Germany. Furthermore, this study explores the moderating role of HR practices (flexible work arrangements and part-time employment) on this relationship. Therefore, I conduct two-level negative binomial regression analyses, using data from the German Socio-economic panel (GSOEP). In line with the JD-R model, results indicate that overemployment (especially overemployment of 6–10 hours compared to a work hour match) is positively related to sickness absence. However, the moderating role of flexible work arrangements, that is, the buffer effect of working time autonomy on this link cannot be confirmed. Moreover, the results suggest that part-time employment amplifies the relationship between overemployment (1–5 hours) and sickness absence for females only. This study highlights the need to move away from standardised work hour arrangements. Indeed, it is one of the first studies that emphasises the role of preference-based contractual working hours in reducing absenteeism, also and especially because standard HR practices do not mitigate overemployment-related absenteeism, but can in fact exacerbate it. Furthermore, this study contributes to theory and literature, by extending the JD-R model to overemployment.

Impact of Career Adaptability on Employee Performance: The Moderating Role of HR Practices

The research aims to observe the impact of career adaptability on employee performance using organizational commitment as the mediator. This study also attempts to investigate human resource practices as a moderator in the association between career adaptability and organizational commitment. The survey was conducted among employees working in different Indian firms. Findings of this research reveal that organizational commitment acted as a mediator in the positive association of organizational commitment with career adaptability. Employee performance is found to be positively influenced by organizational commitment while organizational commitment is found to be positively influenced by career adaptability. The findings of this research present testimony for the hypothesized moderating role of human resource practices only in the case of opportunity-enhancing human resource practices. The connection of career adaptability with organizational commitment is found to be positive only for high and medium opportunity-enhancing HR practices.

Older Worker-Orientated Human Resource Practices, Wellbeing and Leave Intentions: A Conservation of Resources Approach for Ageing Workforces.

At a time where there are ageing populations, global shortages of skilled labour, and migration pathways impacted by the COVID-19 pandemic, retaining older workers presents as a vital strategic initiative for organizations globally. This study examines the role of Human Resource Practices (HRPs), which are oriented towards accommodating the needs of an ageing workforce in mitigating psychological distress and turnover intentions. The study collected self-reported survey data from 300 Australian employees over the age of 45, over two time points. Using structural equation modelling, the study analyzed the extent to which Older Worker-oriented Human Resources Practices (OW-HRPs) translate into employee psychological health and retention within organizations, through the mediation of ageism and work-life conflict. The results support our hypothesis that OW-HRPs are associated with lower ageism, better work-life balance; and in combination these reduce psychological distress and help retain older workers in the workforce. We conclude that OW-HRPs can foster work environments conducive to older worker wellbeing, supporting the retention of talent and maintaining effectiveness, in the face of substantial labour supply challenges brought on by the COVID-19 pandemic and an ageing population.

On the soft side of open innovation: the role of human resource practices, organizational learning culture and knowledge sharing

This paper examines the role of HR practices in shaping inbound open innovation outcomes through the lens of the competency, motivation and opportunity (CMO) model. The paper investigates the aforementioned associations by considering the intervening roles of organizational learning culture and knowledge sharing. The data were collected from managers working in different sectors in the United Kingdom. The findings reveal positive linkages between the different types of HR practices studied and establish the mediating mechanisms of organizational learning culture and knowledge sharing. This study contributes to the current body of knowledge by developing and empirically testing an integrated model of open innovation that is at the intersection of four broad areas – strategic HRM, organizational learning, knowledge management, and innovation management. By identifying processes that can improve the odds of success in the open innovation paradigm, this study can assist managers in designing more effective strategies.

Influence of Staff Recruitment and Development on Performance of Saccos in Meru County, Kenya

The Savings and Credit Co-operative (SACCO) subsector is critical to Kenya's economic growth, since it provides a distinct and crucial role in financial services. Despite this, most SACCOs continue to suffer significant losses, with some even folding, raising questions about the procedures put in place to ensure continuing success. SACCOs in Meru County, in particular, have been plagued by financial scandals and employee-related issues, resulting in poor performance, raising questions about the role of human resource practices in easing these problems. The purpose of the study was to determine the influence of human resource management practices on performance of SACCOS in Meru County, Kenya. The specific objectives were to assess the influence of staff welfare practices and employee development practices on the performance of SACCOS in Meru County, Kenya. The study was anchored on Contingency Theory. A descriptive research design was followed by the study. The research was conducted on 24 SACCOs in Meru County, with the target population consisting of SACCO managers, auditors, human resource directors, and operations managers. Questionnaires were used to gather data for the study, which were then analyzed using descriptive and inferential statistics. From the descriptive analysis, it was revealed that the human resource management practices including Staff recruitment practices (x̅=4.46), Employee development practices (x̅=4.40) were adopted to a very large extent in the Saccos. The correlation analysis showed that all the research variables including Staff recruitment practices (r=0.276) and Employee development practices (r=0.535) had a positive effect on the performance of Saccos in Meru County, Kenya. The study recommends that Saccos to engage human resource practitioners’ offices or employee experts in recruiting if they are to meet their objectives. The study recommends that the organizations should undertake job training for their employees, and employee training techniques should be in line with available resources, organizational structure, and organizational culture.

The Role of Human Resource Practices in Improving Strategic Success

The Role of Human Resource Practices in Improving Strategic Success

The Role of Human Resource Practices in Managing COIVD-19 Crisis in the Kurdish Media Organizations

This paper examines the role of human resource practices in managing crises specifically during COVID-19 pandemic in Kurdish media organisations. This article explains the barriers faced HR practiser’s during the pandemic in manging their employees and focusing on achieving organizational goals. In addition, it attempts to articulate how the pandemic has created a complex and challenging environment for human resource management (HRM) practitioners, who need to find ingenious solutions to ensure the continuity of their corporates and to help their employees to cope with this extraordinary crisis. The research, mainly focused on the quantitative research method (survey research). A survey technique through an online questionnaire using 'Google Forms' (N= 50) has been adopted with responses from two Kurdish media Organizations namely (Galy Kurdistan TV and Kurdsat TV) in Sulaimanya City. Through applying statistical method (SPSS 21) data has been analaysed. Results indicate that adaptability and creativity in practicing HR functions such as (downsize their workforce, remote working, effective training programmes and flexible working hours) can help Kurdish media organizations manage organizational crises which appeared due to COVID-19 pandemic and also assist their sustainability, competitive advantage and performance.

Strategic sustainable development of Industry 4.0 through the lens of social responsibility: The role of human resource practices

AbstractResearch on sustainable development is significantly influenced by the trade‐off between the economic, social and environmental performance of businesses. Industry 4.0 development is a key business priority due to the promise of exponential increase in productivity, time efficiencies and cost reduction. However, Industry 4.0 development has been slow. Notably, human actors remain central to Industry 4.0, while the social responsibility component of sustainable development is a key prerogative for industry, championed through the UN sustainable development goals and European Commission. Therefore, we evaluate human‐related impediments for Industry 4.0 and critically explore how human resource management (HRM) can overcome these barriers using a socially responsible orientation. First, we analyse the human‐related challenges to Industry 4.0 through a thematic literature review. Thereafter, through an integrative literature review of different research streams (Industry 4.0, HRM and social responsibility), we critically argue novel perspectives on how human resource practices can enable sustainable development of Industry 4.0 in a socially responsible manner. Herein, we address a crucial literature gap. Our findings reveal numerous people‐related barriers, including change resistance, digital skills gap, employment threats widening socio‐economic inequalities, lack of industry‐wide collaboration, leadership and organisational culture challenges. We show that HRM can be a crucial enabler for sustainable Industry 4.0 development through socially responsible human resource practices. These include strategic multistakeholder collaborations, holistic talent management, change leadership, inclusive knowledge sharing, sponsoring education research and codesigning curricula, smart technology for upskilling and retention and rewarding inclusive Industry 4.0 ideas. We conclude with future research directions.

THE ROLE OF HUMAN RESOURCE MANAGEMENT PRACTICES AND EMPLOYEE JOB SATISFACTION IN PREDICTING ORGANIZATIONAL COMMITMENT IN TERTIARY INSTITUTIONS

Human resource management strategies are capable of creating tertiary institutions that are distinguished by intelligence, adaptability, and competence. Human resource management practices help educational institutions and their employees develop a mutually beneficial partnership based on shared trust and responsibilities. Tertiary institution should assess and prioritize consistent human resource management practices, organizational commitment, and employee job satisfaction in order to draw competent new workers and retain talented existing ones. The study aims to examine the role of human resource practices and employee job satisfaction in predicting organizational commitment. The study employed the quantitative survey research. The population of the study covered staff at Kumasi Technical University, Accra Technical University, and Koforidua Technical University. A convenient sampling method was employed to recruit the participants. Questionnaire was used as a research instrument. SPSS was used for the analysis. Employee work satisfaction was found to be positively connected with commitment of organization. The study revealed that human resource practices contributed significantly to predict commitment of organization

The role of human resource practices in the implementation of digital transformation

PurposeProfessionals and academics need to know what human resource practices are necessary in this Industry 4.0 environment and digital revolution. This research studies some human resource practices in the digital age that favor the implementation of digital transformation. The authors’ arguments suggest that for personnel to be a key asset in digital transformation processes, a strategic alignment is necessary to drive the company toward these objectives.Design/methodology/approachThe hypotheses were tested in a representative sample of 184 manufacturing companies with ten or more employees located in the southeast of Spain, using partial least squares.FindingsThe authors’ findings show that human resource practices partially mediate the relationship between strategic alignment and digital transformation. Based on the contingent approach, the authors also maintain that the company must implement human resource practices that encourage employee behaviors that are consistent with the organization's strategy. This strategic alignment and these human resource practices enable companies to achieve digital transformation in search of superior performance.Research limitations/implicationsLongitudinal and multilevel studies could increase the strength of the research, which could also include companies from other sectors. Although the technology component is fundamental in digital transformation processes, human capital management is even more important. This research highlights the mediating role of human resource management, where practices such as teleworking, teamwork and employee engagement are essential to foster innovative behavior and implement the digital transformation process.Practical implicationsIn the new digital environment, companies must adopt a set of human resource practices that favor innovative employee behavior that helps digitally transform their businesses.Originality/valueTo the best of authors’ knowledge, this empirical study has not been previously carried out. The theoretical model and hypothesis testing provide strategic value for understanding some of the determinants of digital transformation in relation to human resource management.

The role of human resource practices for including persons with disabilities in the workforce: a systematic literature review

Organizations are increasingly aware that a better vocational inclusion of persons with disabilities (PWD) is in their self-interest for reasons such as a shortage of skilled labor, an increasing prevalence of disability in their aging workforces, and changed societal attitudes and laws regarding the promotion of diversity and equity in the workplace. Human resource (HR) practices have been identified as a primary enabler of inclusion, yet research on disability-related HR Management is scattered across disciplines. To provide an evidence-based analysis and integration, this article systematically reviews the literature on HR management in the context of employing persons with disabilities, using the high-performance work practices ‘selection and staffing’, ‘training and development’, ‘(performance) appraisal, promotion, and career management’ and ‘compensation and benefits’ as an organizing framework. We systematically reviewed and summarized the key findings of 74 empirical studies conducted from 1990 through 2020. Most studies focused on selection and staffing practices, providing strong evidence that standardization and structure reduce bias in the appraisal of PWD and related employment decisions. Research regarding appropriate HR practices that allow to utilize, develop and reward PWDs’ potential, in contrast, is still in its infancy.

The Relationship between Human Resource Management and Corporate Social Responsibility: A Critical Review

An increasing number of organizations are focusing not only on creating value but also on ethical, social, and environmental perspectives. Traditionally, organizations mostly encompassed corporate social responsibility as their activities only in an economically favorable situation. However, corporate social responsibility can be incorporated in organizations with human resource management as a strategic process to recover and sustain the organization's development. Therefore, the study aims to analyze the relation between corporate social responsibility and human resource management and the role of human resource practices with corporate social responsibility in organizational development. From this standpoint, this study provides a systematic review of the concepts of corporate social responsibility, the relation between corporate social responsibility and human resource management, and their effect on the organization's success. Fifty-six articles published during 2004–2020 are selected for review from a descriptive and content perspective to propose a future research direction on a selected topic. The findings of the reviewed literature indicated that a triple bottom line (economic, social, and environmental) attainment is essentially a high-level management-driven operation in the absence of employee participation. Besides, this paper described the importance of corporate social responsibility, the linkage between human resource and corporate social responsibility in the organization, and promoting corporate social responsibility to the organizations and various stakeholders. Finally, this study asserted the connection between these two concepts and inquired management to treat the link as a strategic business decision to control the organization's human capital.

The Role of Human Resource Practices for the Development of Operator 4.0 in Industry 4.0 Organisations: A Literature Review and a Research Agenda

In this study, we summarised the human resources practices for the development of Operator 4.0. Operator 4.0 is the worker operating in an Industry 4.0 organisation. Such organisations introduce novel digital technologies—including Big Data, robotics, and the Internet of Things—along the assembly line. Operators 4.0 can manage Industry 4.0 technologies, and Industry 4.0 technologies also support their activities. Some studies illustrate the enabling Industry 4.0 technologies for this role and the various qualitative benefits for Operator 4.0. However, organisations encounter issues to prepare traditional manufacturing workers for this novel role, which implies a drastic change in training and designing jobs, particularly for the qualitative aspects of the work organisation and human-computer interaction. Moreover, traditional manufacturing workers do not possess the proper digital skills to manage complex Industry 4.0 technology. Thus, there is a lack of study that illustrates what organisational practices are used to develop an Operator 4.0. Human resources management is the organisational function devoted to these challenges, such as a lack of a skilled workforce in handling high-tech technologies and employee retention. It provides human resource practices to develop workers for their role. Therefore, we addressed this gap by conducting a systematic literature review to summarise the used human resource practices for the development of an Operator 4.0. The results show six human resource practices for developing an Operator 4.0: staffing, job design, training, performance appraisal system, knowledge management, and compensation. We concluded by proposing a research agenda to advance this research stream.

The Impact of HR Practices on the Services Innovation Behavior in the Pharmacy Sector of Thailand: Mediating Role of Organizational Commitment

aim of this work is to analyze the role of human resource practices (HRP) such as employee selection, performance appraisal, and reward system on the services innovation behavior of the employee working in pharmacy firm in Thailand. Additional purpose of this research is to examine the mediating role of organizational commitment on the nexus of HRP such as employee selection, performance appraisal, reward system and services innovation behavior. current managers of HR and their selected employees are the respondents and data were gather through questionnaires by personal visit to the outlet of pharmacy situated in the Bangkok. results indicated that HRP such as employee selection, performance appraisal, and reward system have positive association with the services innovation behavior and the findings also revealed that the organizational commitment positively mediates among the link of HRP such as employee selection, performance appraisal, reward system and services innovation behavior. These outcomes provided the insight to the regulation making personals that they should developed and also making arrangement for the effective implementation of HRP in the business that enhance the organizational commitment and services innovation behavior. How to Cite this Article Pubmed Style Aksorn Sawasdee, Sakapas Saengchai, Kittisak Jermsittiparsert. Impact of HR Practices on the Services Innovation Behavior in the Pharmacy Sector of Thailand: Mediating Role of Organizational SRP. 2020; 11(3): 154-162. doi:10.5530/srp.2020.3.17 Web Style Aksorn Sawasdee, Sakapas Saengchai, Kittisak Jermsittiparsert. Impact of HR Practices on the Services Innovation Behavior in the Pharmacy Sector of Thailand: Mediating Role of Organizational http://www.sysrevpharm.org/?mno=92361 [Access: March 28, 2021]. doi:10.5530/srp.2020.3.17 AMA (American Medical Association) Style Aksorn Sawasdee, Sakapas Saengchai, Kittisak Jermsittiparsert. Impact of HR Practices on the Services Innovation Behavior in the Pharmacy Sector of Thailand: Mediating Role of Organizational SRP. 2020; 11(3): 154-162. doi:10.5530/srp.2020.3.17 Vancouver/ICMJE Style Aksorn Sawasdee, Sakapas Saengchai, Kittisak Jermsittiparsert. Impact of HR Practices on the Services Innovation Behavior in the Pharmacy Sector of Thailand: Mediating Role of Organizational SRP. (2020), [cited March 28, 2021]; 11(3): 154-162. doi:10.5530/srp.2020.3.17 Harvard Style Aksorn Sawasdee, Sakapas Saengchai, Kittisak Jermsittiparsert (2020) Impact of HR Practices on the Services Innovation Behavior in the Pharmacy Sector of Thailand: Mediating Role of Organizational SRP, 11 (3), 154-162. doi:10.5530/srp.2020.3.17 Turabian Style Aksorn Sawasdee, Sakapas Saengchai, Kittisak Jermsittiparsert. 2020. Impact of HR Practices on the Services Innovation Behavior in the Pharmacy Sector of Thailand: Mediating Role of Organizational Systematic Reviews in Pharmacy, 11 (3), 154-162. doi:10.5530/srp.2020.3.17 Chicago Style Aksorn Sawasdee, Sakapas Saengchai, Kittisak Jermsittiparsert. The Impact of HR Practices on the Services Innovation Behavior in the Pharmacy Sector of Thailand: Mediating Role of Organizational Commitment. Systematic Reviews in Pharmacy 11 (2020), 154-162. doi:10.5530/srp.2020.3.17 MLA (The Modern Language Association) Style Aksorn Sawasdee, Sakapas Saengchai, Kittisak Jermsittiparsert. The Impact of HR Practices on the Services Innovation Behavior in the Pharmacy Sector of Thailand: Mediating Role of Organizational Commitment. Systematic Reviews in Pharmacy 11.3 (2020), 154-162. Print. doi:10.5530/srp.2020.3.17 APA (American Psychological Association) Style Aksorn Sawasdee, Sakapas Saengchai, Kittisak Jermsittiparsert (2020) Impact of HR Practices on the Services Innovation Behavior in the Pharmacy Sector of Thailand: Mediating Role of Organizational Systematic Reviews in Pharmacy, 11 (3), 154-162. doi:10.5530/srp.2020.3.17

Shaping emotional contagion in healthcare: the role of human resource practices and work harassment

PurposeThis research examines the extent to which emotional contagions are shaped by human resource practices (HRPs) and work harassment and the influence of this on employee well-being and innovative behaviour.Design/methodology/approachThe authors examined a structural equation model, including two waves of survey data from 240 healthcare professionals to explore the statistical associations between the tested variables.FindingsThe results do not show support for a significant relationship linking HRPs with work harassment. However, a significant positive effect linking HRPs, positive contagion, well-being and innovative behaviour was noted, in addition to a significant negative link from harassment on positive contagion, well-being and innovation behaviour.Originality/valueThe research highlights the limited role that HRPs (alone) play in mitigating harassment and their deleterious effects. Notwithstanding, HRPs can have a positive role in shaping the positive contagions and subsequent positive effects on employee and work outcomes.