How to Support Innovative Behaviour?The Role of LMX and Satisfaction with HR Practices

DOI: 10.4236/ti.2010.11007   PDF   HTML     10,363 Downloads   18,731 Views   Citations


Innovative behaviour of employees refers to a key aspect of organizational effectiveness: the creation, intro-duction and application of new ideas within a group or organization in order to benefit performance. Using data from a Dutch and German survey in four technical organizations (n=272) we developed and tested two models to explain the relationships between Leader-Member-Exchange (LMX), satisfaction with HR prac-tices (employee influence, flow, rewards and work content) and innovative behaviour. As expected both LMX and satisfaction with HR practices were positively related to innovative behaviour. Furthermore, we found evidence that satisfaction with HR practices mediates the relationship between LMX and innovative behaviour. No significant interaction effects between LMX and satisfaction with HR practices on innovative behaviour were found.

Share and Cite:

K. Sanders, M. Moorkamp, N. Torka, S. Groeneveld and C. Groeneveld, "How to Support Innovative Behaviour?The Role of LMX and Satisfaction with HR Practices," Technology and Investment, Vol. 1 No. 1, 2010, pp. 59-68. doi: 10.4236/ti.2010.11007.

Conflicts of Interest

The authors declare no conflicts of interest.


[1] P. T. Bolwijn and T. Kumpe, “Manufacturing in the 1990s—productivity, flexibility and innovation,” Long Range Planning, Vol. 23, pp. 44–57, 1990.
[2] L. J. Harrison-Walker, “The measurement of word-of-mouth communication and an investigation of service quality and customer commitment as potential antecedents,” Journal of Service Research, Vol. 4, pp. 60–75, 2001.
[3] J. L. Pierce and A. L. Delbecq, “Organization structure, individual attitudes and innovation,” Academy of Management Review, Vol. 2, pp. 27–37, 1977.
[4] O. Janssen, “Job demands, perceptions of effort-reward fairness and innovative work behaviour,” Journal of Occupational and Organizational Psychology, Vol. 73, pp. 287–302, 2000.
[5] T. Amabile, “A model of creativity and innovation in organizations,” In: B. M. Staw and L. L. Cummings. (Eds.) Research in organization behaviour. Greenwich, CT: JAI Press, pp. 187–209, 1988.
[6] R. Kanter, “When a thousand flowers bloom,” In: B. M. Staw and L. L. Cummings (Eds.). Research in organization behaviour. Greenwich, CT: JAI Press, pp. 169–211, 1988.
[7] M. A. West and J. L. Farr, “Innovation at work: Psychological perspectives,” Social Behaviour, Vol. 4, pp. 15–30, 1989.
[8] G. R. Oldham and A. Cummings, “Employee creativity: Personal and contextual factors at work,” Academy of Management Journal, Vol. 39, pp. 607–634, 1996.
[9] A. H. Van de Ven, “Central problems in the management of innovation,” Management Science, Vol. 32, pp. 590–607, 1986.
[10] D. E. Guest, “Human resource management and industrial relations,” Journal of Management Studies, Vol. 24, pp. 503–521, 1987.
[11] L. H. Nishii, D. P. Lepak, and B. Schneider, “Employee attributions of the ‘why’ of HR practices: Their effects on employee attitudes and behaviours, and customer satisfaction,” Personnel Psychology, Vol. 61, pp. 503–545, 2008.
[12] D. E. Bowen and C. Ostroff, “Understanding HRM-firm performance linkages: The role of the ‘strength’ of the HRM system,” Academy of Management Review, Vol. 29, pp. 203–221, 2004.
[13] M. Beer, B. Spector, P. R. Lawrence, D. Q. Mills, and R. E. Walton, “Managing human assets,” New York: The Free Press, 1984.
[14] N. Kinnie, S. Hutchinson, J. Purcell, B. Rayton, and J. Swart, “Satisfaction with HR practices and commitment to the organization: Why one size does not fit all,” Human Resource Management Journal, Vol. 15, pp. 9–29, 2005.
[15] G. B. Graen, R. C. Liden, and W. Hoel, “Role of leadership in the employee withdrawal process,” Journal of Applied Psychology, Vol. 67, pp. 686–872, 1982.
[16] G. B. Graen and T. A. Scandura, “Toward a psychology of dyadic organizing,” Organizational Behaviour, Vol. 9, pp. 175–208, 1987.
[17] C. R. Gerstner and D. V. Day, “Meta-analytic review of Leader-Member-Exchange theory: Correlates and construct issues,” Journal of Applied Psychology, Vol. 82, pp. 827–844, 1997.
[18] G. B. Graen and M. Uhl-Bien. “Relationship-based approach to leadership: Development of Leader-Member-Exchange (LMX) theory of leadership over 25 years: Ap-plying a multi-level multi-domain perspective,” Leader-ship Quarterly, Vol. 6, pp. 219–247, 1995.
[19] T. Elkins and R. T. Keller, “Leadership in research and development organizations: A literature review and con-ceptual framework,” The Leadership Quarterly, Vol. 14, pp. 587–606, 2004.
[20] R. Basu and S. G. Green, “Leader-Member-Exchange and transformational leadership: An empirical examination of innovative behaviours in leader-member dyads,” Journal of Applied Social Psychology, Vol. 27, pp. 477–499, 1997.
[21] S. G. Scott and R. A. Bruce, “Determinants of innovative behaviour: A path model of individual innovation in the workplace,” Academy of Management Journal, Vol. 37, pp. 580–607, 1994.
[22] S. G. Scott and R. A. Bruce, “Innovation and the LMX connection: Getting a foothold on relationships that work,” IEEE Journal, Vol. 17, pp. 10–11, 1994.
[23] T. S. Bateman and D. W. Organ, “Job satisfaction and the good soldier: The relationship between affect and employee citizenship,” Academy of Management Journal, Vol. 26, pp. 587–595, 1983.
[24] D. W. Organ, “Organizational citizenship behaviour: It’s construct clean-up time,” Human Performance, Vol. 10, pp. 85–97, 1997.
[25] P. Blau, “Exchange and power in social life,” New York: Wiley, 1964.
[26] A. W. Gouldner, “The norm of reciprocity: A preliminary statement,” American Sociological Review, Vol. 25, pp. 161–178, 1960.
[27] B. Schyns and K. Sanders, “In the eyes of the beholder: Personality and the perception of leadership,” Journal of Applied Social Psychology, Vol. 37, pp. 2345–2363, 2007.
[28] D. M. Rousseau, “Psychological contracts in organizations: understanding written and unwritten agreements,” Newbury Park, CA: Sage Publications, 1995.
[29] A. S. Tsui, J. L. Pearce, L. W. Porter, and A. M. Tripoli, “Alternative approaches to the employee-organization relationship: Does investment in employees pay off?” Academy of Management Journal, Vol. 40, pp. 1089– 1121, 1997.
[30] A. A. Nerkar, R. G. McGrath and I. C. MacMillan, “Three facets of satisfaction and their influence on the performance of innovation teams,” Journal of Business Venturing, Vol. 11, pp. 167–188, 1996.
[31] D. Duchon, S. G. Green, and T. D. Taber, “Vertical dyad linkage: A longitudinal assessment of antecedents, meas-ures and consequences,” Journal of Applied Psychology, Vol. 71, pp. 56–60, 1986.
[32] O. Janssen and N. W. Van Yperen, “Employees’ goal orientations, the quality of Leader-Member-Exchange, and the outcomes of job performance and job satisfac-tion,” Academy of Management Journal, Vol. 47, pp. 368–384, 2004.
[33] R. Eisenberger, R. Huntington, S. Hutchinson, and D. Sowa, “Perceived organizational support,” Journal of Applied Psychology, Vol. 71, pp. 500–507, 1986.
[34] G. Graen, J. B Orris., and T. W. Johnson, “Role assimilation processes in a complex organization,” Journal of Vocational Behaviour, Vol. 3, pp. 395–420, 1973.
[35] C. R. Leana, “Predictors and consequences of delegation,” Academy of Management Journal, Vol. 29, pp. 754–774, 1986.
[36] L. M. Lapierre, R. D. Hackett, and S. Taggar, “A test of the links between family interference with work, job enrichment and Leader-Member-Exchange,” Applied Psychology: An International Review, Vol. 55, pp. 489–511, 2006.
[37] H. K. S. Laschinger, N. Purdy, and J. Almos, “The impact of Leader-Member-Exchange quality, empowerment, and core self-evaluation on nurse manager’s job satisfaction,” Journal of Nursing Administration, Vol. 37, pp. 221–229, 2007.
[38] N. Torka, M. Van Riemsdijk, and J. C. Looise, “Werkge-versbetrokkenheid,” [Employers commitment] Tijdschrift voor Arbeidsvraagstukken, Vol. 23, pp. 45–59, 2007.
[39] J. S. Adams, “Toward an understanding of inequity,” Journal of Abnormal and Social Psychology, Vol. 67, pp. 422–436, 1963.
[40] J. S. Adams, “Inequity in social exchange,” In L. Berko-witz (Ed.), Advances in experimental social psychology, New York: Academic Press, Vol. 2, pp. 267–299, 1965.
[41] M. Tremblay, B. Sire and D. B. Balkin, “The role of organizational justice in pay and employee benefit satisfaction, and its effects on work attitudes,” Group and Organization Management, Vol. 25, pp. 269–290, 2000.
[42] E. L. Deci, “Effects of externally mediated rewards on intrinsic motivation,” Journal of Personality and Social Psychology, Vol. 18, pp. 105–115, 1971.
[43] B. L. Rosenbaum, “Leading today’s technical professional,” Training and Development, Vol. 45, pp. 55–66, 1991.
[44] S. R. Barley, “Technicians in the workplace: Ethnographic evidence for bringing work into organization studies,” Administrative Science Quarterly, Vol. 41, pp. 404–441, 1996.
[45] D. Guest, “HRM: The workers’ verdict,” Human Resource Management Journal, Vol. 9, pp. 5–25, 1999.
[46] A. N. Garman and P. W. Corrigan, “Developing effective team leaders,” New directions for Mental Health Services, Vol. 79, pp. 45–54, 1998.
[47] D. M. Rousseau and Y. Fried, “Location, location, location: Contextualizing organization research.” Journal of Organizational Behaviour, Vol. 22, pp. 1–13, 2001.

comments powered by Disqus

Copyright © 2020 by authors and Scientific Research Publishing Inc.

Creative Commons License

This work and the related PDF file are licensed under a Creative Commons Attribution 4.0 International License.