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Do high-involvement HRM practices matter for worker creativity? a cross-level approach

Do high-involvement HRM practices matter for worker creativity? a cross-level approach AbstractDrawing on the ability–motivation–opportunity (AMO) framework, this study investigated how and when high-involvement human resource management practices (HI HRM practices) influence worker creativity. Using a sample of 3316 production-line workers from 240 manufacturing companies in South Korea, we found that (a) a bundle of HI HRM practices was positively related to individual worker creativity, (b) learning orientation strengthened the positive relationship between the HI HRM practices and worker creativity and (c) intrinsic job motivation mediated these relationships. Such findings suggest that the HI HRM practices have significant cross-level impact on individual intrinsic job motivation and creativity at work. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Human Resource Management Taylor & Francis

Do high-involvement HRM practices matter for worker creativity? a cross-level approach

Do high-involvement HRM practices matter for worker creativity? a cross-level approach

International Journal of Human Resource Management , Volume 29 (2): 26 – Jan 19, 2018

Abstract

AbstractDrawing on the ability–motivation–opportunity (AMO) framework, this study investigated how and when high-involvement human resource management practices (HI HRM practices) influence worker creativity. Using a sample of 3316 production-line workers from 240 manufacturing companies in South Korea, we found that (a) a bundle of HI HRM practices was positively related to individual worker creativity, (b) learning orientation strengthened the positive relationship between the HI HRM practices and worker creativity and (c) intrinsic job motivation mediated these relationships. Such findings suggest that the HI HRM practices have significant cross-level impact on individual intrinsic job motivation and creativity at work.

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References (81)

Publisher
Taylor & Francis
Copyright
© 2016 Informa UK Limited, trading as Taylor & Francis Group
ISSN
1466-4399
eISSN
0958-5192
DOI
10.1080/09585192.2015.1137612
Publisher site
See Article on Publisher Site

Abstract

AbstractDrawing on the ability–motivation–opportunity (AMO) framework, this study investigated how and when high-involvement human resource management practices (HI HRM practices) influence worker creativity. Using a sample of 3316 production-line workers from 240 manufacturing companies in South Korea, we found that (a) a bundle of HI HRM practices was positively related to individual worker creativity, (b) learning orientation strengthened the positive relationship between the HI HRM practices and worker creativity and (c) intrinsic job motivation mediated these relationships. Such findings suggest that the HI HRM practices have significant cross-level impact on individual intrinsic job motivation and creativity at work.

Journal

International Journal of Human Resource ManagementTaylor & Francis

Published: Jan 19, 2018

Keywords: Cross-level investigation; high-involvement human resource management practices; intrinsic job motivation; learning goal orientation; worker creativity

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