THE EFFECT OF HUMAN RESOURCE MANAGEMENT STRENGTH ON EMPLOYEES' INNOVATIVE BEHAVIOR: BASED ON RESOURCE PRESERVATION THEORY AND INNOVATION PATH MODEL

This study investigates the impact of human resource management (HRM) intensity on employee innovation behavior in technology companies located in the western and southwestern regions of China. The research specifically examines how psychological safety and psychological capital mediate the relationship between HRM practices and innovation behavior, drawing on the Conservation of Resources (COR) theory and the Innovative Path Model. We employed a quantitative research methodology, administering structured surveys to employees in selected technology firms to collect data. The study focuses on HRM as the independent variable, with psychological safety and psychological capital serving as mediators, and employee innovation behavior as the dependent variable. The findings suggest that robust HRM practices contribute to creating a supportive environment that fosters psychological resources, which in turn enhances innovation behavior among employees. This study highlights the critical role of HRM in promoting innovation within technology firms in China's western and southwestern regions. By prioritizing HRM strategies that enhance psychological safety and capital, companies can effectively stimulate innovative behaviors, thereby gaining a competitive edge in the industry.