Betriebswirtschaft: Human Resources & Organisation
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Although workplace climate has been already extensively studied, the research has not led to firm conclusions regarding leadership trainings referring to the awareness of psychological safety in a company and its influence on existing teams and the general work climate. The author used the already existing model of Carr, Schmidt, Ford, & DeShon (2003) and adjusted it with psychological safety as 4th climate item to develop hypothesen which can also be seen as a path analytic model. The model posied that climate affects individual level outcomes through its impact on cognitive and affective states. Therefore, the author wants to show the correlation between the 4 higher order facets of climate affect the individual levels of job performance, psychological well-being and withdrawal through their impact on orangizational commitment and job saitsfaction (Carr, Schmidt, Ford, & DeShon, 2003).
HRM Practices and Innovative Work Behavior: Employee Involvement and Job Auton-omy as influencing factors of Innovative Work Behavior
An organization´s capacity to innovate often resides within its employee´s innovative work behavior. Previous research suggested positive effects of employee involvement and job autonomy on innovative behavior. This research aims to analyze the impact of involvement- and autonomy-focused HRM practices (participation, information-sharing, work-scheduling autonomy, decision-making autonomy, and work-methods autonomy) on innovative work behavior. It is hypothesized that all five HRM practices mentioned above positively influence employees´ innovative work behavior. Therefore, a cross-sectional quantitative research design was chosen. Online questionnaire data from 376 employees in Austria was analyzed. Although all five HRM practices correlated with innovative work behavior, only work-methods autonomy had a statistically significant influence on the innovative work behavior of all employees. Thus, practitioners should include work-methods autonomy as critical HRM practice in a “high-innovation” HRM system to facilitate employees´ innovative work behavior.