HRM as a predictor of innovation

Helen Shipton*, Michael A. West, Jeremy Dawson, Kamal Birdi, Malcolm Patterson

*Corresponding author for this work

Research output: Contribution to journalArticle

Abstract

There is growing evidence available to suggest that HR practice is an important predictor of organisational performance. In this article, we argue that HR practices also have the potential to promote organisational innovation. We describe a longitudinal study of 22 UK manufacturing companies and examine the relationship between such practices and product and technological innovation. Results reveal that training, induction, team working, appraisal and exploratory learning focus are all predictors of innovation. Contingent reward, applied in conjunction with an exploratory learning focus, is positively associated with innovation in technical systems. Furthermore, training, appraisal and induction, combined with exploratory learning focus, explain variation between companies in product and technological innovation above and beyond the main effects observed. © 2006 Blackwell Publishing Ltd.

Original languageEnglish
Pages (from-to)3-27
Number of pages25
JournalHuman Resource Management Journal
Volume16
Issue number1
DOIs
Publication statusPublished - Jan 2006

Keywords

  • HR practice
  • predictor
  • organisational performance
  • organisational innovation
  • product innovation
  • technological innovation
  • training
  • induction
  • team working
  • appraisal
  • exploratory learning focus
  • predictors of innovation
  • contingent reward

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  • Cite this

    Shipton, H., West, M. A., Dawson, J., Birdi, K., & Patterson, M. (2006). HRM as a predictor of innovation. Human Resource Management Journal, 16(1), 3-27. https://doi.org/10.1111/j.1748-8583.2006.00002.x