Examining the impact of well-being-oriented HRM practices on innovative work behavior: the moderating role of servant leadership

This study examines the relationship between well-being-oriented human resource management (HRM) practices and employee innovative work behavior by using work engagement as a mediator and servant leadership as a moderator. A stratified sampling method was adopted to collect data from five different service and manufacturing industries in Pakistan. After checking for missing values, duplications and outliers, 278 responses were found to be useful for data analysis. The structural equation modeling technique was used to analyze the hypotheses by adopting AMOS 21.0. According to the findings of the study, there is a significant relationship between well-being-oriented HRM practices and innovative work behavior, and work engagement partially mediates the relationship between well-being-oriented HRM practices and innovative work behavior. Furthermore, the results reported that servant leadership moderates the relationship between well-being-oriented HRM practices and work engagement. The outcomes of this study may be useful to service industries and policymakers, who take a broader view and assume the importance of innovation in a rapidly growing marketplace. This study contributes to the literature in two ways. First, we consider how well-being-oriented HRM practices influence innovative work behavior, a novel approach that has not been extensively explored. Second, it emphasizes the importance of employee engagement in explaining this relationship. Furthermore, more research has yet to attempt to apply a quantitative method to explore how well-being-oriented HRM practices can support innovative work behavior in developing countries.