Psychology Research and Behavior Management (Feb 2022)
Innovation Onset: A Moderated Mediation Model of High-Involvement Work Practices and Employees’ Innovative Work Behavior
Abstract
Mingxing Li,1 Hira Salah ud din Khan,1 Muhammad Salman Chughtai,2 Thanh Tiep Le3 1School of Management, Jiangsu University, Zhenjiang, The People’s Republic of China; 2Faculty of Management Sciences, International Islamic University, Islamabad, Pakistan; 3Ho Chi Minh City University of Economics and Finance, Ho Chi Minh City, VietnamCorrespondence: Hira Salah ud din Khan, School of Management, Jiangsu University, 301 Xuefu Road, Zhenjiang, 212013, The People’s Republic of China, Email [email protected] Muhammad Salman Chughtai, Faculty of Management Sciences, International Islamic University, Islamabad, Pakistan, Email [email protected]: Based on the componential theory of creativity, this study examined the link between high-involvement work practices and employees’ innovative behavior by further investigating the moderating and mediating role of leadership humility and employees’ personal initiative.Methodology: To test the hypothesized model, the data were gathered from 255-line staff and 119 supervisors working in the textile industry in Pakistan via the time lag technique. The proposed hypotheses were analyzed through partial least squares structural equation modeling using Smart-PLS software.Findings: The results indicated that high-involvement work practices were significantly related to employees’ innovative work behaviors. Additionally, the moderation findings revealed that a higher level of leadership humility strengthens the relationship between high-involvement work practices and employees’ personal initiative. Furthermore, employees’ personal initiative mediates the relationship between high-involvement work practices and their innovative work behavior. The findings of the moderated mediation model indicated that a higher level of leadership humility leads to higher innovative behavior of employees in the presence of high-involvement work practices via employees’ personal initiative.Practical Implications: This study’s findings are helpful for the management of organizations to understand the factors that enhance innovative work behaviors in high-involvement work practices. Moreover, managers should establish humble behaviors in their leadership style to influence employees’ personal initiative, which indirectly influences their innovative work behavior.Originality/Value: The present study highlights the importance of leadership humility and employees’ personal initiative in the relationship between high-involvement work practices and innovative work behaviors of employees in the textile industry of Pakistan.Keywords: high-involvement work practices, employees’ innovative work behaviors, employees’ personal initiative, leadership humility
