Impact of HRM practices on innovative behaviour: mediating role of talent development climate in Indian firms

Sumita Datta; Pawan Budhwar; Upasna A. Agarwal; Shivganesh Bhargava

doi:10.1080/09585192.2021.1973063

Impact of HRM practices on innovative behaviour: mediating role of talent development climate in Indian firms

Sumita Datta^*, Pawan Budhwar, Upasna A. Agarwal, Shivganesh Bhargava

^*Corresponding author for this work

Research output: Contribution to journal › Article › peer-review

Abstract

The impact of human resource management (HRM) practices on talent development and innovative work behaviour (IWB) has attracted considerable research attention in recent times, with the advent of knowledge economies. Drawing from the resource-based view of the firm, the aim of this research is to explore themes associated with talent development climate (TDC) and to test its role in promoting innovative work behaviour amongst managerial employees. The results of this research are based on three studies. Study 1 was qualitative that used an inductive approach, to explore the dimensions of TDC. Based on the themes that emerged from the qualitative study, we conducted studies 2 and 3 using quantitative methods on managers (N = 307 in first phase and N = 403 in second phase), drawn from 11 large global and Indian MNCs operating in India. The findings indicate two dimensions of TDC and highlight the mediating role of TDC in the relationship between HRM practices and IWB. The study contributes to the growing field of talent management with evidence from an emerging market economy - India. It provides a compelling argument for extending the scope of HRM practices and supervisory support in creating a talent development climate to achieve greater success in fostering innovation in organizations.

Original language	English
Pages (from-to)	1071-1096
Number of pages	26
Journal	International Journal of Human Resource Management
Volume	34
Issue number	6
Early online date	27 Sept 2021
DOIs	https://doi.org/10.1080/09585192.2021.1973063
Publication status	Published - 1 Jan 2023

Bibliographical note

This is an Accepted Manuscript version of the following article, accepted for publication in The International Journal of Human Resource Management . Sumita Datta, Pawan Budhwar, Upasna A. Agarwal & Shivganesh Bhargava (2021) Impact of HRM practices on innovative behaviour: mediating role of talent development climate in Indian firms, The International Journal of Human Resource Management. It is deposited under the terms of the Creative Commons Attribution-NonCommercial License (http://creativecommons.org/licenses/by-nc/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is properly cited.

Keywords

human resource practices
India
innovative work behaviour
Talent development climate

Access to Document

10.1080/09585192.2021.1973063

Sumita et al IJHRM R3 (Aug 2021)
This is an Accepted Manuscript version of the following article, accepted for publication in The International Journal of Human Resource Management . Sumita Datta, Pawan Budhwar, Upasna A. Agarwal & Shivganesh Bhargava (2021) Impact of HRM practices on innovative behaviour: mediating role of talent development climate in Indian firms, The International Journal of Human Resource Management. It is deposited under the terms of the Creative Commons Attribution-NonCommercial License (http://creativecommons.org/licenses/by-nc/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is properly cited.
Accepted author manuscript, 669 KB

Cite this

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abstract = "The impact of human resource management (HRM) practices on talent development and innovative work behaviour (IWB) has attracted considerable research attention in recent times, with the advent of knowledge economies. Drawing from the resource-based view of the firm, the aim of this research is to explore themes associated with talent development climate (TDC) and to test its role in promoting innovative work behaviour amongst managerial employees. The results of this research are based on three studies. Study 1 was qualitative that used an inductive approach, to explore the dimensions of TDC. Based on the themes that emerged from the qualitative study, we conducted studies 2 and 3 using quantitative methods on managers (N = 307 in first phase and N = 403 in second phase), drawn from 11 large global and Indian MNCs operating in India. The findings indicate two dimensions of TDC and highlight the mediating role of TDC in the relationship between HRM practices and IWB. The study contributes to the growing field of talent management with evidence from an emerging market economy - India. It provides a compelling argument for extending the scope of HRM practices and supervisory support in creating a talent development climate to achieve greater success in fostering innovation in organizations.",

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Impact of HRM practices on innovative behaviour: mediating role of talent development climate in Indian firms

Abstract

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Keywords

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