Exploring HRM Meta‐Features that Foster Employees' Innovative Work Behaviour in Times of Increasing Work–Life Conflict

Today, employees' innovative work behaviour (IWB) is critical for companies' success. However, employees increasingly experience work–life conflict (WLC) which negatively influences performance at work. Human resource management (HRM) has the potential to foster employees' engagement in innovative activities and to reduce tensions between work and private life simultaneously. Our paper aims to advance understanding under which conditions these relations occur by exploring HRM meta‐features. These are defined as overall characteristics of an HR system helping companies to communicate the content of HR practices in a way that leads to desired interpretations by employees. Using a qualitative, interview study approach, we find that HRM contributes to IWB and diminishes feelings of WLC mainly through the four meta‐features ‘individual orientation’, ‘discretion orientation’, ‘effort orientation’ and ‘expectancy orientation’. We link our findings to extant literature and provide suggestions for managers how these meta‐features can be put into organizational practice.     

The effect of social media use on work‐related learning

The increasing use of social media at work offers organizations new opportunities for employee learning on the job. This study investigated the relationship between social media use and learning activities undertaken by employees. It was expected that social media use relates to higher levels of learning and that this relationship is stronger when employees perceive higher levels of an organization culture that stimulates dialogue and inquiry. A total of 590 respondents of three multinationals based in the Netherlands completed a survey. As expected, results showed that the more often employees used social media in their job, the more often they participated in learning activities. Contrary to expectation, this relationship was not influenced by culture of dialogue and inquiry. Instead, the perception of a culture of dialogue and inquiry directly related to learning on the job. The findings suggest that organizations could consider stimulating the use of social media among employees to support work‐related learning.     

Workers and Their Willingness to Learn: Will ICT‐Implementation Strategies and HRM Practices Contribute to Innovation?

The article deals with the relationship between the willingness of workers to acquire ICT‐competences), the ICT‐implementation strategy (to ‘automate’ or ‘to informate’) pursuit by organizations and the HRM practices used by them. Based on a simple conceptual model, we tested three hypotheses: the more extended the use HRM practices in organizations, the more often workers will work in a work setting based on an informated ICT implementation strategy; an informated ICT implementation strategy will lead to a higher willingness of employees to acquire ICT‐related competences; the effect of an informated ICT‐strategy on the willingness to acquire ICT‐related competences will be higher than that of the HRM‐practices. To test these hypotheses, we used a survey of 733 Dutch employees working with ICT devices. Our analysis gives some partial support to the first two hypotheses, but the third is rejected by the data: ICT‐implementation strategies and some HRM‐practices have an independent effect on the willingness to acquire ICT‐compentences.     

Doing a Good Job—the Effect of Primary Task Quality on Well‐Being and Job Satisfaction

This paper investigates whether employees’ assessment of their primary task quality has a significant impact on their well‐being and job satisfaction, respectively. Furthermore, the paper hypothesizes that professional values and norms affect employees’ quality expectations on their work tasks and thus their assessment of primary task quality. The paper proposes a measure for primary task quality and uses it in the analyses of responses from 1,247 preschool teachers and teaching assistants in 94 public daycare centers in Denmark. The results indicate that an important factor for employees is their experience of quality in the job they perform. Moreover, quality expectations can differ between employees performing the same task due to, for example, difference in professional training. This leads us to propose a new research direction for job design theory that addresses employees’ assessment of the quality of their primary task job performance.     

Dialogue‐Based Evaluation as a Creative Climate Indicator: Evidence from the Pharmaceutical Industry

This paper examines how different forms of performance evaluation relate to aspects of the creative climate in a major pharmaceutical company. The study was based on a large employee‐attitude survey that was distributed to all company employees. The study analyses survey results from 5,333 employees at five R&D sites. The results indicate that management's evaluation of employees (either dialogue‐based or control‐based) relates to the type of motivation (intrinsic or extrinsic) that drives employees, to their style of thinking (value‐focused thinking) and on their attitudes to organizational creativity. The paper then discusses implications of these findings for HRM.     

Creativity in non‐routine jobs: The role of transformational leadership and organizational identification

An increasing number of individuals work in jobs with little standardization and repetition, that is, with high levels of job non‐routinization. At the same time, demands for creativity are high, which raises the question of how employees can use job non‐routinization to develop creativity. Acknowledging the importance of social processes for creativity, we propose that transformational leaders raise feelings of organizational identification in followers and that this form of identification then helps individuals to develop creativity in jobs with little routinization. This is because organizational members evaluate and promote those ideas as more creative, which are in line with a shared understanding of creativity within the organization. To investigate these relationships, we calculated a mediated moderation model with 173 leader–follower dyads from China. Results confirm our hypotheses that transformational leadership moderates the relationship between job non‐routinization on employee creativity through organizational identification. We conclude that raising feelings of social identity is a key task for leaders today, especially when working in uncertain and fast developing environments with little repetition and the constant need to develop creative ideas.     

A Review of Employee Well‐Being and Innovativeness: An Opportunity for a Mutual Benefit

By drawing on the Job Demands and Resources Model, this review article develops a conceptual framework to advance theoretical understanding of the relationship between job‐related demands and resources, employee well‐being and innovativeness. In conditions characterized by too high levels of demands, employees may suffer from burnout. When job resources are high, they are likely to feel engaged with their work. Burnout in turn can be seen as an inhibitor of innovativeness, and work engagement as an antecedent to innovativeness, mediating the effects of resources and demands at work on innovativeness. We further argue that innovativeness can function as a resource or a demand, depending on how it is managed. In addition to understanding the dual role of innovativeness, the identification of job‐specific demands and resources is central to supporting employee well‐being and, subsequently, innovativeness. The implications of the proposed conceptual framework for academic researchers and managers are discussed.     

Knowledge Sharing and Innovative Work Behaviour in Healthcare: A Micro‐Level Investigation of Direct and Indirect Effects

This study presents a micro‐level investigation that provides new insights into how employees' knowledge sharing affects their own innovative work behaviours (IWBs). Our study posited three mechanisms linking an individual's knowledge sharing behaviours to his or her own IWBs: (i) a direct effect whereby the act of sharing elicits a recombination and translation of knowledge that facilitates innovation; (ii) an indirect effect whereby knowledge sharing creates social conditions (i.e., reciprocation with new knowledge) for innovation; (iii) a distal effect whereby the antecedents of knowledge sharing also promote innovation. We tested these hypotheses on 155 employees in four palliative care organizations. Our results provide original evidence that employees who share knowledge also engage more in creating, promoting and implementing innovations. This study reveals a direct, unmediated link between knowledge sharing behaviours and IWBs. Our evidence suggests that it is the act of knowledge recombination and translation embedded in knowledge sharing that exerts the most positive effect on IWBs. We discuss how this result indicates that sharing knowledge ignites transformation and exploitation capabilities that help sharers innovate their own work practices.     

Gamification's impact on manufacturing: Enhancing job motivation,satisfaction and operational performance with smartphone‐based gamified job design

Gamification is defined as applying game design elements to non‐game contexts. The integration of gamification into the workplace adds a stimulating and captivating game‐like layer to the working experience of employees. This is predicted to improve their positive affect at work and operational performance to a certain extent. With the ubiquity of smartphones and Internet technology, smartphone‐based interactive operations can better facilitate the implementation of gamification in work processes. Against a backdrop of a drastic transformation facing the Chinese equipment manufacturing industry, we gamified a number of  computer numerical control machine operational jobs. A gamified job design framework was proposed, based on the job characteristics model and the game elements hierarchy. To achieve gamification in this context, a smartphone application was designed. We then hypothesized that smartphone‐based gamified job design (SGJD) would enhance participants’ three key indicators, namely, (i) job motivation, (ii) job satisfaction, and (iii) operational performance. We also analyzed how participants’ willingness to embrace gamified job design, known as “consent,” affected the improvement in the three key indicators. The results illustrated that SGJD significantly increased participants’ job motivation, job satisfaction, and operational performance. Furthermore, our experiment showed that consent to SGJD was positively correlated to the improvement in job motivation. However, no significant correlation was observed between consent to SGJD and an improvement in job satisfaction or operational performance.     

Does job insecurity hinder innovative work behaviour? A threat rigidity perspective

Current work life is characterized by globalization, technological changes and the aftermath of the economic recession, thereby increasing the need for organizations to be innovative to maintain their competitive position. At the same time, this turbulent organizational landscape gave rise to perceptions of job insecurity (JI), that is, the subjectively perceived likelihood of involuntary job loss. The present study investigates whether job insecurity relates to innovative work behaviour (IWB) and introduces threat rigidity theory as an explanatory framework for this relationship. Based on this theory, we propose a serial mediation model, in which job insecurity relates to an increase in irritation, which subsequently relates to a decrease in concentration, resulting in a decrease in both dimensions of IWB, namely idea generation and idea implementation. By means of survey data from 394 Dutch‐speaking Belgian employees, we used structural equation modelling to compute our mediation analyses (bootstrapping method). Our findings are in line with threat rigidity theory, as the results demonstrate that the threat of job loss impairs employees' innovativeness through increased irritation and decreased concentration. This study contributes to job insecurity as well as IWB research, by introducing a process model that sheds light on job insecurity outcomes and antecedents of IWB.     

Not All Autonomy is the Same. Different Dimensions of Job Autonomy and Their Relation to Work Engagement & Innovative Work Behavior

Job autonomy is a key enabling factor for employee engagement and innovative employee behavior. Although job autonomy used to be viewed as a multi‐dimensional construct, there has been little recent discussion on the different dimensions of job autonomy and how they relate to employee outcomes. This study uses a sample of 927 employees from different sectors to research the relation between autonomy regarding the (1) work method, (2) work scheduling, (3) work time and (4) place of work and two main employee outcomes: work engagement (WE) and innovative work behavior (IWB). The results show that all studied dimensions of autonomy are bivariatly related to higher levels of WE and IWB. Yet, when simultaneously analyzing the dimensions of job autonomy using structural equations modelling, most of the effects become insignificant. For WE, only the effect of work method autonomy is statistically significant. For IWB, work method and locational autonomy play a positive role. This signals that the current managerial attention for, e.g., work time autonomy (flexitime) does only contribute to enhanced work engagement and IWB insofar as such a systems result in higher work method autonomy.     

Expatriate cultural values alignment: The mediating effect of cross‐cultural adjustment level on innovative behaviour

Multinational companies assign expatriates to bridge the scarcity of employees with innovative behaviour from the local labour market. Despite expatriates' significant role in inducing innovative ideas for multinational companies, the existing literature has scarcely examined those antecedent factors that affect their innovative behaviour. Even though previous studies indicated the determinant impact of host countries' culture on the expatriates' work‐related behaviour, little is known about how far it affects their innovative behaviour. Therefore, drawing on the person‐environment fit theory, this study examines the impact of personal value orientation and the host country's culture alignment on expatriates' innovative behaviour. The study covers 149 expatriates, from nine countries, who work in the high‐tech industrial zone of Shenzhen, South China's industrial hub. Moreover, it applies a structural equation model using Amos^TM 23 to conduct the analysis. The results reveal that personal value orientation fit with the host country's national culture has a significant impact on expatriates' innovative behaviour. Cross‐cultural adjustment level is found to mediate this relationship. Theoretical and practical implications are discussed, and suggestions for future research are drawn from the study's limitations.     

On the Relation of Job Insecurity,Job Autonomy,Innovative Work Behaviour and the Mediating Effect of Work Engagement

European policy is focusing on innovation as a way out of the economic crisis. At the same time, job insecurity is rising as Europe is still in crisis. In this paper, we examine whether job insecurity affects the innovative work behaviour of employees by focusing on the relation between job insecurity, job autonomy, work engagement and innovative work behaviour (IWB). Using employee level survey data, we use structural equation modelling to disentangle the relations between these variables. The partially mediated model shows the best fit with the data. This model shows that job insecurity and autonomy are both directly and indirectly, through work engagement, related with IWB. For autonomy these relations are positive, while they are negative (and smaller) for job insecurity. Moreover, a negative covariance is observed between job insecurity and autonomy.     

Social and psychological aspects of computer-aided design systems

A study was performed among design employees in three large companies to investigate the psychosocial effects of computer-aided design (CAD) work. The study included all technical employees of the departments selected, of whom about two-thirds worked with CAD systems. The results demonstrate that 90% of the CAD users have a positive attitude to CAD-work. No significant differences were found between CAD users and non-CAD users in terms of work load, autonomy, social support, job satisfaction, personal development, or degree of co-operation. Within the group of CAD users, those spending a larger number of weekly working hours with the CAD system reported lower work complexity, lower autonomy of work methods, and less job satisfaction. CAD users with a relatively higher number of years of CAD experience reported a greater work load, fewer CAD difficulties, and lower autonomy of work methods. Among draftspersons and designers, there were no significant differences in work activities between CAD users and non-CAD users.     

A standards‐based Grid resource brokering service supporting advance reservations,coallocation, and cross‐Grid interoperability

The problem of Grid‐middleware interoperability is addressed by the design and analysis of a feature‐rich, standards‐based framework for all‐to‐all cross‐middleware job submission. The architecture is designed with focus on generality and flexibility and builds on extensive use, internally and externally, of (proposed) Web and Grid services standards such as WSRF, JSDL, GLUE, and WS‐Agreement. The external use provides the foundation for easy integration into specific middlewares, which is performed by the design of a small set of plugins for each middleware. Currently, plugins are provided for integration into Globus Toolkit 4 and NorduGrid/ARC. The internal use of standard formats facilitates customization of the job submission service by replacement of custom components for performing specific well‐defined tasks. Most importantly, this enables the easy replacement of resource selection algorithms by algorithms that address the specific needs of a particular Grid environment and job submission scenario. By default, the service implements a decentralized brokering policy, striving to optimize the performance for the individual user by minimizing the response time for each job submitted. The algorithms in our implementation perform resource selection based on performance predictions, and provide support for advance reservations as well as coallocation of multiple resources for coordinated use. The performance of the system is analyzed with focus on overall service throughput (up to over 250 jobs per min) and individual job submission response time (down to under 1 s). Copyright © 2009 John Wiley & Sons, Ltd.     

Social and psychological aspects of computer-aided design systems

Abstract

A study was performed among design employees in three large companies to investigate the psychosocial effects of computer-aided design (CAD) work. The study included all technical employees of the departments selected, of whom about two-thirds worked with CAD systems. The results demonstrate that 90% of the CAD users have a positive attitude to CAD-work. No significant differences were found between CAD users and non-CAD users in terms of work load, autonomy, social support, job satisfaction, personal development, or degree of co-operation. Within the group of CAD users, those spending a larger number of weekly working hours with the CAD system reported lower work complexity, lower autonomy of work methods, and less job satisfaction. CAD users with a relatively higher number of years of CAD experience reported a greater work load, fewer CAD difficulties, and lower autonomy of work methods. Among draftspersons and designers, there were no significant differences in work activities between CAD users and non-CAD users.     

Stress, computer-based work monitoring and measurement systems: a conceptual overview

The design and implementation of computer-based work monitoring systems can result in changes in the organization, job and task. Electronic performance monitoring (EPM) systems are one type of change based on principles of work simplification and work rationalization. In this new work arrangement, control and coordination functions are allocated to the computer. The supervisor becomes a monitor of information and primarily provides negative performance feedback to the employee. The employee is constrained in his/her ability to use either job resources or social resources to meet the greater demands resulting from the system controlling the pace of work. It is proposed that these work arrangements provoke stress responses in employees that can result in short-term illness and potentially long-term changes in health status. Information enriched work environments are proposed as an alternative. These new work arrangements could improve job resources and social resources to manage job demands and reduce the potentially damaging stress responses. To provide a frame of reference we focus on the impact of EPM systems on the organizational and job elements involved in provoking individual stress responses. The impact of EPM systems on individual health is described using a psychosocial stress framework. Ergonomics interventions discussed include: participation in the design process; allocation of control and coordination functions between the computer and the employee; development of feedback systems; and work measurement and the development of performance appraisal systems.     

IT‐mediated social interactions and knowledge sharing: Role of competence‐based trust and background heterogeneity

In the knowledge‐based economy, organizational success is dependent on how effectively organizational employees share information. Many studies have investigated how different types of communication activities and communications media influence knowledge sharing. We contribute to this literature by examining increasingly prevalent yet understudied IT‐mediated social interactions and their effects on knowledge sharing among employees in comparison to face‐to‐face social connections. By integrating the literature on knowledge sharing, social networks, and information systems, we theorize the ability of IT‐mediated social interaction to (1) afford interactions between individuals with heterogeneous backgrounds and (2) facilitate frequent IT‐mediated social interactions that are high in competence‐based trust—both supporting effective sharing of knowledge. Through a social network analysis of the employees in a high‐tech organization, this study finds that IT‐mediated frequent social interactions are the most effective in promoting knowledge sharing.     

Working Together Apart? Building a Knowledge‐Sharing Culture for Global Virtual Teams

A new impetus for greater knowledge‐sharing among team members needs to be emphasized due to the emergence of a significant new form of working known as ‘global virtual teams’. As information and communication technologies permeate every aspect of organizational life and impact the way teams communicate, work and structure relationships, global virtual teams require innovative communication and learning capabilities for different team members to effectively work together across cultural, organizational and geographical boundaries. Whereas information technology‐facilitated communication processes rely on technologically advanced systems to succeed, the ability to create a knowledge‐sharing culture within a global virtual team rests on the existence (and maintenance) of intra‐team respect, mutual trust, reciprocity and positive individual and group relationships. Thus, some of the inherent questions we address in our paper are: (1) what are the cross‐cultural challenges faced by global virtual teams?; (2) how do organizations develop a knowledge sharing culture to promote effective organizational learning among culturally‐diverse team members? and; (3) what are some of the practices that can help maximize the performance of global virtual teams? We conclude by examining ways that global virtual teams can be more effectively managed in order to reach their potential in this new interconnected world and put forward suggestions for further research.