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HRM practices and innovation synergy: an intra-organisational perspective

Author

Listed:
  • Motasem Thneibat
  • David Weir
  • Bryan McIntosh
  • Lynsey Walker-Smith

Abstract

This paper examines an aspect of employees' perceptions towards HRM practices and innovation. Approaches towards innovation (open vs. closed) and degree of innovativeness (radical vs. incremental) and organisational climate (structure, performance, knowledge and culture) are central pillars of this paper. The paper considers whether employees in different departments have different perceptions. The data was collected using questionnaires from 129 employees in a telecommunication company in Amman-Jordan which was then analysed using hierarchal multiple regression. The findings noted that HRM practices and specifically in HPWs, motivation and communication demonstrated significant impact on radical innovation and open innovation. However, hygiene factors were significant for open innovation and not significant for radical innovation. Organisational climate (structure, performance, knowledge and culture) imposed a significant impact on both radical innovation and open innovation. The results observed no significant role of departments, and the various HRM practices do not differ based on the departments as a result of the reduced impact of the hierarchical model.

Suggested Citation

  • Motasem Thneibat & David Weir & Bryan McIntosh & Lynsey Walker-Smith, 2022. "HRM practices and innovation synergy: an intra-organisational perspective," International Journal of Human Resources Development and Management, Inderscience Enterprises Ltd, vol. 22(1/2), pages 98-118.
    • Handle: RePEc:ids:ijhrdm:v:22:y:2022:i:1/2:p:98-118
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