000			02021nam a22002297a 4500
999			_c52445 _d52445
003			OSt
005			20190819154448.0
008			190819b ||||| |||| 00| 0 eng d
100			_aHun Whee Lee, _934229
245			_aEffects of Human Resource Management Systems on Employee Proactivity and Group Innovation
300			_a 819-846 p.
520			_aProactivity is vital to innovative changes in the workplace. However, existing research on proactivity has rarely addressed how human resources management (HRM) systems induce proactive behavior and influence group innovation. Indeed, HRM systems are considered primary tools that organizations utilize to derive specific behaviors from their employees. Thus, examining the relationship between HRM systems and proactivity and its link to subsequent outcomes is a worthwhile pursuit. To examine how HRM systems influence proactive behavior, we investigated the effects of HRM systems on three psychological states, namely, role breadth self-efficacy, felt responsibility for change, and trust in management. Furthermore, we suggested that, facilitated by members’ proactive behaviors, group creative processes can spur group innovation. We conducted two multilevel studies to test our hypotheses, and the results generally supported our theoretical arguments. Exploring the process through which HRM influences proactive behavior and subsequent innovation outcomes, this study contributes to the literatures on HRM, proactivity, and innovation by elucidating the HRM–innovation relationship and suggesting HRM systems as meaningful antecedents to proactivity.
653			_aChange-Oriented HRM Systems
653			_aProactivity
653			_aGroup Innovation
653			_aMultilevel Analysis
700			_aPak, Jongwook _934230
700			_aKim, Seongsu _934231
700			_aLi, Long-Zhen _934232
773	0		_029017 _974520 _aDEBORAH E. RUPP _dWEST LAFAYETTE SAGE PUBLICATION 2012 _o55510279 _tJOURNAL OF MANAGEMENT _x 0149-2063
942			_2ddc _cJA-ARTICLE