Does structuring of human resource management processes enhance employee creativity? The mediating role of psychological availability

Galy Binyamin, Abraham Carmeli*

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

Abstract

In this study, we develop a theoretical conceptualization and an operational definition of structuring of human resource management (HRM) processes and examine how this structuring enables employee creativity at work. Analyzing the data collected from employees and their managers in knowledge-intensive workplace settings, we examine a mediation model that suggests that the relationship between structuring of HRM processes and employee creativity is best explained in terms of the intervening variables of perceived uncertainty, stress, and psychological availability. Results suggest that structuring of HRM processes is negatively associated with perceived uncertainty and stress. These perceptions produce a sense of psychological availability, which in turn enhances employee creativity. This study offers new insights about diagnosing the level of structuring of HRM processes and the ways managers and HR directors facilitate its implementation in their organization.

Original languageEnglish
Pages (from-to)999-1024
Number of pages26
JournalHuman Resource Management
Volume49
Issue number6
DOIs
StatePublished - Nov 2010
Externally publishedYes

Keywords

  • Creativity
  • Human resource management processes
  • Perceived uncertainty
  • Psychological availability
  • Stress
  • Structuring

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