Where People Provide the Impetus: HRM Practices, Employee Job Satisfaction and Innovation

Helen Shipton and Doris Fay

Chapter 3 in Determinants of Innovative Behaviour, 2008, pp 43-62 from Palgrave Macmillan

Abstract: Abstract Successful organizations almost invariably exhibit an ability to change, adapt and on occasions reinvent themselves in order to survive in challenging circumstances. What does this intense commitment to innovation mean for the employment systems of these organizations? What is the logic behind assertions that certain HRM practices and work design features promote innovation while others suppress and constrain this result? And what is the impact of employee feelings and attitudes on an organization’s propensity to operate in this way? It is with these and other questions that we are concerned in this chapter. Our assertions are necessarily tentative, since there have been few empirical studies examining this topic. Nonetheless, there is a burgeoning literature concerned with understanding what organizations can do internally to promote innovation. Some of the studies that we describe below offer new empirical insights into this area.

Keywords: Human Resource Management; Management Journal; Organizational Innovation; Strategic Management Journal; Human Resource Management Practice (search for similar items in EconPapers)
Date: 2008
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-28573-6_3

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DOI: 10.1057/9780230285736_3

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