Fostering Innovative Workplace Behaviour through Employee Recognition: The Mediating Role of Helping Behaviour

This study examines the relationships between employee recognition, helping behaviour, and innovative workplace behaviour. Using social exchange theory, we hypothesise that high employee recognition can foster helping behaviour, resulting in innovative workplace behaviour. To examine this model, we collected data from 214 nurses in Tunisian hospitals. The results show that helping behaviour partially mediates the relationship between employee recognition and innovative workplace behaviour. Our study provides two contributions to the field. This research is the first to test the joint impact of the three employee recognition dimensions (financial rewards, non-financial rewards, and feedback) on innovative workplace behaviour. By supporting the partial mediating role of helping behaviour, this study also allows us to better understand the influence of employee recognition on innovative workplace behaviour. Our results encourage human resource managers to create a comprehensive recognition policy that combines and balances the three employee recognition dimensions. At the societal level, our results urge consideration of the innovations developed and applied by nurses and encourage the establishment of government policies to support the innovations proposed by hospital staff. JEL Codes: M12, M54