Investigating the transformation of workplaces through wellbeing oriented HRM, self esteem and innovative behavior

Abstract This study utilizes self-consistency theory to investigate the relationships between wellbeing-oriented human resource management and innovative work behavior and service-oriented organizational citizenship behavior. The mediating role of organizational-based self-esteem is also examined. The data were collected from the hospitality sector in Dubai, UAE. The findings from the Middle Eastern context indicate that wellbeing-oriented human resource management has a strong and meaningful impact on employees’ innovative work behavior and service-oriented organizational citizenship behavior. In addition, the findings indicate that organizational-based self-esteem does not act as a mediator in the connection between wellbeing-oriented human resource management and employees’ innovative work behavior. Nevertheless, the role of organizational-based self-esteem in mediating the relationship between wellbeing-oriented human resource management and service-oriented organizational citizenship behavior is of great importance, as it emphasizes the enhancement of service-oriented behaviors through HR practices that prioritize employee wellbeing.