The role of human resource management practices on organizational innovation: The importance of innovation driven human resource practices

Abstract

The purpose of this study is to propose a bundle of HRM practices. Specifically, this study segments HRM practices in non-overlapping practices to examine their role in organizational innovation. The methodological approach is a quantitative approach using a convenient sampling technique to collect valid data of 126 service sector employees across five sales and service centers. The findings of this study reveal that both commitment and innovation driven HRM practices positively impact organizational innovation. Meanwhile, the results have shown that the High Performance Work System does not impact organizational innovation. Thus, this study argues that to confront the challenges associated with an ever-evolving nature of organizations, top management must use integrative HRM strategies that can yield a cumulative effect in driving organizational innovation.