Do HRM practices facilitate innovation? A qualitative study in a developing country
Autor(a) principal: | |
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Data de Publicação: | 2023 |
Outros Autores: | |
Tipo de documento: | Artigo |
Idioma: | eng |
Título da fonte: | Revista de Administração e Inovação |
Texto Completo: | https://www.revistas.usp.br/rai/article/view/207277 |
Resumo: | Purpose – The purpose of this study is to examine the implementation of human resource management (HRM)practices that facilitate innovation in the public sector in a developing country.Design/methodology/approach – Qualitative method was engaged whereby a semi-structured interviewwas conducted to get the responses of two groups of employees which are top management and executive intwo types of public organizations which are awarded and non-awarded. The collected data was later analyzedthematically.Findings – The results show that there are differences and similarities among the public agencies in terms oftheir implementation of HRM practices that facilitate innovation. Apparently, the awarded public agencies dofollow HRM practices that really facilitate innovation such as local training, provide more types of rewards totheir employees and set a higher minimum level of innovation in their performance evaluation.Research limitations/implications – This research confines only 10 public agencies in Malaysia. Futurestudies might want to include a larger sample size to make the findings more extensive. It also would beinteresting to know different approaches in HRM implemented in the private organizations as well as toexamine their influences on performance and other organizational factors.Practical implications – Good and fair HRM practices such as training, reward and performance appraisalpractices that focus on innovation facilitate and produce more innovative employees and organizationinnovation. Thus, public managers should implement them to a higher extent.Originality/value – To the best of the authors’ knowledge, this is the first study that aims to engage thequalitative method in understanding how HRM practices can facilitate innovation in a developing country. |
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Do HRM practices facilitate innovation? A qualitative study in a developing countryHuman resource management practicesInnovationPublic serviceDeveloping countryPurpose – The purpose of this study is to examine the implementation of human resource management (HRM)practices that facilitate innovation in the public sector in a developing country.Design/methodology/approach – Qualitative method was engaged whereby a semi-structured interviewwas conducted to get the responses of two groups of employees which are top management and executive intwo types of public organizations which are awarded and non-awarded. The collected data was later analyzedthematically.Findings – The results show that there are differences and similarities among the public agencies in terms oftheir implementation of HRM practices that facilitate innovation. Apparently, the awarded public agencies dofollow HRM practices that really facilitate innovation such as local training, provide more types of rewards totheir employees and set a higher minimum level of innovation in their performance evaluation.Research limitations/implications – This research confines only 10 public agencies in Malaysia. Futurestudies might want to include a larger sample size to make the findings more extensive. It also would beinteresting to know different approaches in HRM implemented in the private organizations as well as toexamine their influences on performance and other organizational factors.Practical implications – Good and fair HRM practices such as training, reward and performance appraisalpractices that focus on innovation facilitate and produce more innovative employees and organizationinnovation. Thus, public managers should implement them to a higher extent.Originality/value – To the best of the authors’ knowledge, this is the first study that aims to engage thequalitative method in understanding how HRM practices can facilitate innovation in a developing country.Universidade de São Paulo. Faculdade de Economia, Administração e Contabilidade2023-01-26info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionapplication/pdfhttps://www.revistas.usp.br/rai/article/view/20727710.1108/INMR-09-2020-0122INMR - Innovation & Management Review; v. 19 n. 4 (2022); 368-3812515-8961reponame:Revista de Administração e Inovaçãoinstname:Universidade de São Paulo (USP)instacron:USPenghttps://www.revistas.usp.br/rai/article/view/207277/190607https://creativecommons.org/licenses/by/4.0info:eu-repo/semantics/openAccessAzm, Ilhaamie Abdul Ghani Hashim, Junaidah2023-01-27T02:19:23Zoai:revistas.usp.br:article/207277Revistahttp://www.viannajr.edu.br/wp-content/uploads/2016/01/raiPUBhttp://www.revistas.usp.br/viaatlantica/oairevistarai@usp.br||tatianepgt@revistarai.org1809-20391809-2039opendoar:2023-01-27T02:19:23Revista de Administração e Inovação - Universidade de São Paulo (USP)false |
dc.title.none.fl_str_mv |
Do HRM practices facilitate innovation? A qualitative study in a developing country |
title |
Do HRM practices facilitate innovation? A qualitative study in a developing country |
spellingShingle |
Do HRM practices facilitate innovation? A qualitative study in a developing country Azm, Ilhaamie Abdul Ghani Human resource management practices Innovation Public service Developing country |
title_short |
Do HRM practices facilitate innovation? A qualitative study in a developing country |
title_full |
Do HRM practices facilitate innovation? A qualitative study in a developing country |
title_fullStr |
Do HRM practices facilitate innovation? A qualitative study in a developing country |
title_full_unstemmed |
Do HRM practices facilitate innovation? A qualitative study in a developing country |
title_sort |
Do HRM practices facilitate innovation? A qualitative study in a developing country |
author |
Azm, Ilhaamie Abdul Ghani |
author_facet |
Azm, Ilhaamie Abdul Ghani Hashim, Junaidah |
author_role |
author |
author2 |
Hashim, Junaidah |
author2_role |
author |
dc.contributor.author.fl_str_mv |
Azm, Ilhaamie Abdul Ghani Hashim, Junaidah |
dc.subject.por.fl_str_mv |
Human resource management practices Innovation Public service Developing country |
topic |
Human resource management practices Innovation Public service Developing country |
description |
Purpose – The purpose of this study is to examine the implementation of human resource management (HRM)practices that facilitate innovation in the public sector in a developing country.Design/methodology/approach – Qualitative method was engaged whereby a semi-structured interviewwas conducted to get the responses of two groups of employees which are top management and executive intwo types of public organizations which are awarded and non-awarded. The collected data was later analyzedthematically.Findings – The results show that there are differences and similarities among the public agencies in terms oftheir implementation of HRM practices that facilitate innovation. Apparently, the awarded public agencies dofollow HRM practices that really facilitate innovation such as local training, provide more types of rewards totheir employees and set a higher minimum level of innovation in their performance evaluation.Research limitations/implications – This research confines only 10 public agencies in Malaysia. Futurestudies might want to include a larger sample size to make the findings more extensive. It also would beinteresting to know different approaches in HRM implemented in the private organizations as well as toexamine their influences on performance and other organizational factors.Practical implications – Good and fair HRM practices such as training, reward and performance appraisalpractices that focus on innovation facilitate and produce more innovative employees and organizationinnovation. Thus, public managers should implement them to a higher extent.Originality/value – To the best of the authors’ knowledge, this is the first study that aims to engage thequalitative method in understanding how HRM practices can facilitate innovation in a developing country. |
publishDate |
2023 |
dc.date.none.fl_str_mv |
2023-01-26 |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion |
format |
article |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
https://www.revistas.usp.br/rai/article/view/207277 10.1108/INMR-09-2020-0122 |
url |
https://www.revistas.usp.br/rai/article/view/207277 |
identifier_str_mv |
10.1108/INMR-09-2020-0122 |
dc.language.iso.fl_str_mv |
eng |
language |
eng |
dc.relation.none.fl_str_mv |
https://www.revistas.usp.br/rai/article/view/207277/190607 |
dc.rights.driver.fl_str_mv |
https://creativecommons.org/licenses/by/4.0 info:eu-repo/semantics/openAccess |
rights_invalid_str_mv |
https://creativecommons.org/licenses/by/4.0 |
eu_rights_str_mv |
openAccess |
dc.format.none.fl_str_mv |
application/pdf |
dc.publisher.none.fl_str_mv |
Universidade de São Paulo. Faculdade de Economia, Administração e Contabilidade |
publisher.none.fl_str_mv |
Universidade de São Paulo. Faculdade de Economia, Administração e Contabilidade |
dc.source.none.fl_str_mv |
INMR - Innovation & Management Review; v. 19 n. 4 (2022); 368-381 2515-8961 reponame:Revista de Administração e Inovação instname:Universidade de São Paulo (USP) instacron:USP |
instname_str |
Universidade de São Paulo (USP) |
instacron_str |
USP |
institution |
USP |
reponame_str |
Revista de Administração e Inovação |
collection |
Revista de Administração e Inovação |
repository.name.fl_str_mv |
Revista de Administração e Inovação - Universidade de São Paulo (USP) |
repository.mail.fl_str_mv |
revistarai@usp.br||tatianepgt@revistarai.org |
_version_ |
1800221937824169984 |