Effect of Human Resource Management Practices on Employee Innovative Work Behavior: Exploring Themediating Effects of Employee Satisfaction and Organizational Citizenship Behavior at Batangas State University

Crisallie M. Bautista and Irene H. Maralit
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Crisallie M. Bautista: Batangas State University- The National Engineering University
Irene H. Maralit: Batangas State University- The National Engineering University

International Journal of Research and Scientific Innovation, 2025, vol. 12, issue 7, 1882-1897

Abstract: This study investigated the influence of Human Resource Management Practices (HRMP) on Innovative Work Behavior (IWB) among permanent faculty at Batangas State University – The National Engineering University, considering the mediating roles of Employee Satisfaction and Organizational Citizenship Behavior (OCB). Using a quantitative, descriptive-correlational design, data from 231 faculty members revealed key insights. Most employees demonstrated high levels of intrinsic work behavior (IWB), organizational citizenship behavior (OCB), and job satisfaction, indicating a generally positive and innovation-conducive work environment. HRMP were rated highly effective overall, especially in recruitment, training, and performance evaluation, although improvements were needed in areas like employee development, promotion equity, and work-life balance. Statistical analyses confirmed that HRMP has significant positive effects on IWB, OCB, and job satisfaction. Additionally, both OCB and satisfaction significantly influenced IWB, with OCB being the stronger predictor. However, mediation analysis revealed that neither OCB nor satisfaction significantly mediated the relationship between HRMP and IWB. This suggests that while these factors contribute to innovative behavior, HR practices directly drive innovation more effectively.A proposed HRM plan emphasizes aligning HR strategies with institutional goals to foster innovation, satisfaction, and discretionary behaviors. The study concludes that a supportive, well-managed HR environment directly promotes innovation among employees. Key recommendations include institutionalizing the proposed framework, enhancing employee development and work-life balance programs, and focusing HR efforts on directly stimulating innovation rather than relying on mediators. These insights provide valuable guidance for university leaders, HR professionals, and policymakers seeking to foster a dynamic and innovative academic workforce.

Date: 2025
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