Enhancing employee performance through human resource management practices: the role of organizational support and employee creativity

Purpose This paper aims to investigate the dynamic interaction of Human Resource Management Practices (HRM), Employee Creativity (ECR), Organizational Support for Creativity (OSC) and Employee Task Performance (ETP) within a structured Partial Least Squares Structural Equation Modeling deployed to analyze the empirical survey results. Design/methodology/approach This empirical research aims to explain how Strategic Human Resource Management practices can foster an environment that enhances task performance by harnessing ECR, grounded in an integrated theoretical framework comprising Social Exchange Theory, the Resource-Based View, Self-Determination Theory and the Componential Theory of Creativity. Findings The analysis indicates that the relationship between HRM practices and ECR is positively moderated by perceived OSC. Consequently, creative outputs are enhanced and ETP will be proliferated. The results corroborate that HRM practices have a direct impact on ETP, but its contribution to this important outcome is fostered with the development of an environment that encourages creativity. Practical implications The empirical study emphasizes the crucial role of aligning HRM policies with supportive organizational structures to improve employee performance and creativity. Originality/value The existing literature on HRM is anticipated to be enriched by this research, which demonstrates how perceived OSC influences the connection between HRM practices, creativity and performance. This provides valuable insights for organizations aiming to maximize their human resources and in particular the ones operating in Asia.