Predicting Innovative Work Behavior from High-Performance Work Practices and Perceived Organizational Support: The Mediating Role of Employee Engagement

Adrian Tan Wei Ming; Martina Torres

Authors

Adrian Tan Wei Ming Department of Strategy and Policy, NUS Business School, National University of Singapore, Singapore Author https://orcid.org/0009-0002-6954-4746
Martina Torres Department of Human Resource Management, Universidad de San Andrés, Victoria, Argentina Corresponding Author https://orcid.org/0009-0006-2513-5069

Keywords:

Innovative Work Behavior, High-Performance Work Practices, Perceived Organizational Support, Employee Engagement, Structural Equation Modeling, Argentina

Abstract

Objective: This study aimed to predict innovative work behavior from high-performance work practices and perceived organizational support and to examine the mediating role of employee engagement among employees in Argentina.

Methods and Materials: This quantitative, cross-sectional, correlational study was conducted among 384 employees working in public and private organizations in Argentina. Participants were selected through convenience sampling and completed self-report measures of high-performance work practices, perceived organizational support, employee engagement, and innovative work behavior. Employee engagement was assessed using the nine-item Utrecht Work Engagement Scale, while innovative work behavior was measured using Janssen’s nine-item scale. Data were analyzed using Pearson correlation coefficients, confirmatory factor analysis, and structural equation modeling. Model fit was evaluated using χ²/df, CFI, TLI, IFI, RMSEA, and SRMR. The significance of indirect effects was assessed through bootstrapping with 5,000 resamples and 95% confidence intervals.

Findings: High-performance work practices significantly predicted employee engagement (β = .39, p < .001) and innovative work behavior (β = .21, p < .001). Perceived organizational support also significantly predicted employee engagement (β = .43, p < .001) and innovative work behavior (β = .16, p = .005). Employee engagement was the strongest direct predictor of innovative work behavior (β = .49, p < .001). The model explained 52% of the variance in employee engagement and 55% of the variance in innovative work behavior. Bootstrapping showed significant indirect effects of high-performance work practices (β = .19, 95% CI [.12, .27]) and perceived organizational support (β = .21, 95% CI [.14, .29]) on innovative work behavior through employee engagement, indicating partial mediation.

Conclusion: The findings indicate that high-performance work practices and perceived organizational support promote innovative work behavior both directly and indirectly by strengthening employee engagement, highlighting engagement as a key psychological mechanism linking favorable organizational conditions with employee innovation.

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