High involvement HR systems and innovative work behaviour: the mediating role of psychological empowerment, and the moderating roles of manager and co-worker support

High Involvement HR Systems and Innovative Work Behavior Student's Name Institution Course Professor's Name Date High Involvement HR Systems And Innovative Work Behavior Rehman et al. (2019), "High Involvement HR Systems and Innovative Work Behavior: The Mediating Role of Psychological Empowerment and the Moderating Roles of Manager and Co-worker Support," examines high-involvement HR systems, psychological empowerment, and management and co-worker support as mediators of innovative work behavior in firms. This paper examines how Rehman et al.'s key issues strengthen organizational resilience and competitiveness. It will conclude by summarizing my corporate setting, briefly describing how these difficulties are overcome, and proposing practical strategies for increasing employee autonomy and support to encourage creativity. Key Research Issues One significant issue that Rehman et al. (2019) focused on was the connection between creative work practices and highly involved HR systems. Employees' progressive and innovative work behavior has the potential to enhance competitiveness. High-involvement HR systems seek to boost the involvement of employees through a greater degree of autonomy, decision-making, and participation. Rehman et al. believe that aspects like teamwork approach and opportunities for skill enhancement are present in these systems. According to Rehman et al., highly involved HR systems foster an innovative work environment by allowing staff members to think outside the box, take initiative, and put new ideas into practice. Rehman et al. (2019) further researched psychological empowerment as a pivotal factor that enhances the connection between HR systems and innovative work behavior. Rehman et al. demonstrate that empowered employees experience heightened competence and autonomy. HR policies can empower individuals psychologically, affecting organizational results like innovative work behavior. Human Resource systems that encourage engagement are more likely to foster creativity when employees see a sense of autonomy in their tasks. This indicates that employees are more inclined to engage in tasks and generate innovative ideas when they experience autonomy and control over their roles, possess the necessary skills for effective performance, and operate within a pleasant and supportive environment. Rehman et al. also examined the influence of managerial and co-worker support as moderating variables. Workplace social support, including supervisor, colleague, and organizational assistance, can mitigate the detrimental impacts of stress resulting from emotional labor, highlighting the regulating role of workplace social support in the connection between emotional dissonance a...