How Wellbeing Oriented HRM Influence Innovative Work Behavior? Through Mediating Role of Proactive Motivation

Article Information

Title: How Wellbeing Oriented HRM Influence Innovative Work Behavior? Through Mediating Role of Proactive Motivation

Authors: Muhammad Farhan Afzal, Saddam Hussain, Samina Nawab

Journal: Journal of Business and Management Research (JBMR)

HEC Recognition History

Category	From	To
Y	2024-10-01	2025-12-31
Y	2023-07-01	2024-09-30

Publisher: GO GREEN RESEARCH AND EDUCATION

Country: Pakistan

Year: 2024

Volume: 3

Issue: 1

Language: English

Abstract

To better understand the relationship between work energy, organizational identification, innovative work behavior (IWB), and well-being-oriented human resource management (WHR), this article will quantify and conceptualize the concept of WHR. A two-wave structural equation model technique used in a sample of 413 respondents to confirm whether proactive motivational states i.e. work energy and organizational identification is a mediating factor in the link between WHR and IWB. According to this study, the goal of human resource management (HRM) is well-being. WHR is quantifiable and conceptualizable. Furthermore, WHR practices help to promote IWB. This study investigates that how proactive motivational model as a catalyst in the connection between these HRM activities and IWB. Our three contributions, which draw from the social exchange theory, proactive motivational model and the Job Demands-Resources model, are to: (1) conceptualize and measure WHR empirically; (2) identify the impact of WHR on IWB; and (3) evaluate the role of proactive motivational states i.e. work energy and organizational identification as a mediating factor in the relationship between IWB and well-being-oriented HRM.
Keywords: Wellbeing-oriented HRM, Proactive Motivation, Organizational Identification, Work Energy, Innovative work behavior

Disclaimer: The following sections are produced through an intensive multi-stage analytical pipeline developed by DefinePK, utilizing advanced natural-language processing, domain-specific knowledge models, and automated cross-referencing systems. Despite the rigor and computational effort involved, the generated summary may still contain inaccuracies or incomplete interpretations. Users are strongly advised to verify all critical information against the original paper and its authoritative sources.

Research Objective

To investigate the mediating role of proactive motivational states (work energy and organizational identification) in the relationship between well-being-oriented human resource management (WHR) and innovative work behavior (IWB).

Methodology

Quantitative research approach using a conclusive methodology with descriptive and causal research designs. Data was collected through questionnaires distributed to 500 employees in the telecommunication sector of Pakistan, with 413 complete responses received. A 5-point Likert scale was used. Data analysis involved regression, correlation, mean, and reliability tests, utilizing AMOS software for structural equation modeling and mediation analysis.

Methodology Flowchart

                        graph TD
    A["Define Research Objective"] --> B["Literature Review"];
    B --> C["Develop Hypotheses"];
    C --> D["Design Questionnaire"];
    D --> E["Data Collection N=413"];
    E --> F["Data Analysis"SEM, Mediation""];
    F --> G["Interpret Results"];
    G --> H["Draw Conclusions"];

Discussion

The study supports the "mutual gains model" by demonstrating that well-being-oriented HRM practices can reconcile employee well-being with organizational profits. Unlike traditional HRM approaches that focus on performance, this research highlights the importance of employee well-being as a driver of innovation. The findings suggest that WHR practices enhance employee resources, leading to increased work energy and organizational identification, which in turn foster innovative work behavior. The research also addresses the potential negative impacts of high-performance work systems on employee well-being, suggesting that WHR practices can mitigate these by offering opportunities and work variety.

Key Findings

1. Well-being-oriented HRM (WHR) has a positive and significant impact on Innovative Work Behavior (IWB).
2. Organizational identification (OI) and work energy (WE) partially mediate the relationship between WHR and IWB.
3. Proactive motivation (PM) mediates the relationship between WHR and IWB.

Conclusion

Well-being-oriented HRM is crucial for fostering innovative work behavior. Proactive motivational states, specifically work energy and organizational identification, act as significant mediators in this relationship. Organizations investing in employee well-being through WHR practices can achieve long-term benefits, including enhanced innovation and a sustainable win-win situation for both employees and the company.

Fact Check

1. Sample Size: The study collected data from 413 respondents out of 500 distributed questionnaires.
2. Gender Distribution: 65.6% of the respondents were male, and 34.4% were female.
3. Reliability: All measured variables had a reliability score greater than 0.70, which is considered acceptable.

Mind Map

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