How to Support Innovative Behaviour?The Role of LMX and Satisfaction with HR Practices

By Karin Sanders, M. Moorkamp, N. Torka, S. Groeneveld, C. Groeneveld. 2010

173 citations recorded by the source corpus.

Innovative behaviour of employees refers to a key aspect of organizational effectiveness: the creation, intro-duction and application of new ideas within a group or organization in order to benefit performance. Using data from a Dutch and German survey in four technical organizations (n=272) we developed and tested two models to explain the relationships between Leader-Member-Exchange (LMX), satisfaction with HR prac-tices (employee influence, flow, rewards and work content) and innovative behaviour. As expected both LMX and satisfaction with HR practices were positively related to innovative behaviour. Furthermore, we found evidence that satisfaction with HR practices mediates the relationship between LMX and innovative behaviour. No significant interaction effects between LMX and satisfaction with HR practices on innovative behaviour were found.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/3389363bfdeaa00ff5ed417fef13e138139b35f3

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Influence of Social Exchange Relationships on Affective Commitment and Innovative Behavior: Role of Perceived Organizational Support (2018, background): “, [47,68,69] revealed a positive impact of LMX on employee’s IB and Casimir et al, Maertz et al, Nazir et al & Son et al.”
HRM and innovative work behaviour: a systematic literature review (2017, background): “…is on the linkage between innovative performance and reward, to financial mechanisms (Bysted and Jespersen, 2014), and primary and secondary organisational rewards (Sanders et al., 2010; Zhang and Begley, 2011), which may include non-financial benefits as well as pay (Ramamoorthy et al., 2005).”
How Do Leaders Influence Innovation and Creativity in Employees? The Mediating Role of Intrinsic Motivation (2021, background): “This characteristic is mainly found in the inclusive leaders who build quality-based relationships with their employees and create a fair reward system that enables them to meet the job demands like IWB (Reuvers et al., 2008; Karin et al., 2010).”
Green inclusive leadership and green creativity in the tourism and hospitality sector: serial mediation of green psychological climate and work engagement (2021, background): “…et al., 2019) because such leaders demonstrate their availability and accessibility to employees through their activities (Carmeli et al., 2010), thereby supporting them in proposing and using new, novel, and meaningful ideas (Altuno (cid:1) glu & Bulgurcu G € urel, 2015; Sanders et al., 2010).”
An Empirical Investigation into the Impact of Personality on Individual Innovation Behaviour in the Workplace (2013, background): “Leader-Member-Exchange (LMX), satisfaction with HR practices (employee influence, flow, rewards and work content) (Sanders et al., 2010), leadership, individual problem-solving style, and work group relations (Bruce & Scott, 1994), knowledge sharing (Hu et al., 2009), creative self-efficacy (Hsu et…”
Impact of inclusive leadership on innovative work behavior: The role of psychological safety (2017, background): “…and therefore at every step of activities show their availability to employees (Ryan, 2006; Janakiraman, 2011) which encourages them to develop, promote, and implement new and useful ideas (Basu & Green, 1997; Carmeli, Reiter-Palmon, & Ziv, 2010; Sanders et al., 2010; Altunoğlu & Gürel, 2015).”
Perceptions of HR practices and innovative work behavior: the moderating effect of an innovative climate (2019, background): “reciprocate with something of value for the organization (Sanders et al., 2010).”