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

Shung Jae SHIN*, Inseong JEONG, Johngseok BAE

*Corresponding author for this work

Research output: Journal PublicationsJournal Article (refereed)peer-review

24 Citations (Scopus)

Abstract

Drawing 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.

Original languageEnglish
Pages (from-to)260-285
Number of pages26
JournalInternational Journal of Human Resource Management
Volume29
Issue number2
Early online date8 Feb 2016
DOIs
Publication statusPublished - 19 Jan 2018
Externally publishedYes

Keywords

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

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