Fostering innovative behaviours of public sector employees: the potency of innovation-based HR practices, risk propensity and error tolerance

• Published in: The International journal of public sector management Vol. 37; no. 2; pp. 159 - 182
• Main Authors: AlMunthiri, Ohoud, Bani-Melhem, Shaker, Mohd-Shamsudin, Faridahwati, Raziq, Muhammad Mustafa
• Format: Journal Article
• Language: English
• Published: Bradford Emerald Publishing Limited 29-02-2024; Emerald Group Publishing Limited
• Subjects: Behavior; Employees; Errors; Government employees; Human resources management; Innovations; Innovative behaviour; Job performance; Job training; Motivation; Propensity; Public sector; Recruitment; Resource management; Risk behavior; Risk taking; Subordinates; Supervisors; Tolerance; Work; Innovation-based HR practices; Innovative behaviour; Work-related risk propensity; Perceived error tolerance
• ISSN: 0951-3558; 1758-6666
• DOI: 10.1108/IJPSM-08-2023-0242

PurposeAlthough the innovative behaviour of public employees is critical for the creation of public value and meeting of public interests, the authors are uncertain about the role of the human resource (HR) system in affecting individual behaviour as past studies tended to discuss innovation at the organisational level of analysis. Based on corporate human resource management (HRM) literature, the authors draw from the ability-motivation-opportunity (AMO) model to examine the influence of innovation-based HR practices on work-related risk propensity and innovative behaviour and the moderating role of perceived error tolerance of public sector organisations.Design/methodology/approachDyadic data were collected from supervisors and their subordinates in various public sector organisations in the UAE. The authors collected valid responses from 100 managers and 200 employees.FindingsThis study's findings demonstrate that the HR system in the public sector shapes employees' behaviour at the individual level of analysis, consistent with the corporate HRM literature. The authors reveal that innovation-based HR practices significantly promote employees' innovative work behaviour because they trigger their inclination and disposition to take risks. Furthermore, the authors provide evidence that such risk-taking propensity at work is heightened under the conditions of a high level of error tolerance by the organisational management.Practical implicationsThis study's findings point out the importance of implementing innovation-based HR practices, such as recruitment, reward and training, to drive public sector employees' innovative work behaviour as they could galvanise their risk-taking propensity and, subsequently, innovative behaviour. Public sector managers also need to develop an innovation culture tolerant toward employees' mistakes to further foster employees' work innovativeness. Policy wise, this study's findings could be integrated into the national innovation strategy to drive the national growth in the UAE.Originality/valueThis study sheds light on the drivers behind innovative behaviour among public employees, which is a less researched area, especially in a non-Western context.