The Cross-Level Impact And Mechanism Of High Performance Human Resource Practices On Individual Creativity

High performance human resources practices have been widely recognized for the significant improvement of organizational performance.Research about the individual outcome of high performance human resource practices are mainly focus on employee's work attitude,work behavior and work performance,with less attention to individual creativity,especially for quantitative research.The current study made a discussion of the impact and mechanism of high performance human resource practices on individual creativity,enriching relevant theoretical researches in the work situation of Chinese enterprise,and provided a theoretical reference and decision-making basis for Chinese enterprise to improve employees' individual creativity.The review of literature expounded the concept,measuring method,causes and effects of individual creativity and high performance human resource practices in work situation.And the theoretical framework and research strategy was promoted.Based on person-environment fit theory,a hypothesized model in which high performance human resource practices affect individual creativity via the mediation of demand-ability fit and need-supply fit was built.Then a survey was conducted to collect data and multilevel structural equation model method was used to test our hypothesis.Findings showed that high performance human resource practices have a significant positive effect on individual creativity,and demand-ability fit and need-supply fit both play mediation roles between high performance human resource practices and individual creativity.In addition,the effect of high performance human resource practices on demand-ability fit and need-supply fit were supported both to be positively moderated by tolerance of ambiguity of employee individuals,that is,individuals with higher tolerance of ambiguity may be more easier to perceive demand-ability fit and need-supply fit from their work,and individuals with lower tolerance of ambiguity may be more harder to perceive fit in work.Drawing on regulatory focus theory,a hypothesized model in which high performance human resource practices have a Janus-faced effect on individual creativity via the mediation of promotion-focus and prevention-focus was built.Then a survey was conducted to collect data and multilevel structural equation model method was used to test our hypothesis.Findings showed that high performance human resource practices have a positive effect on individual creativity via the mediation of promotion focus.The effect of high performance human resource practices on promotion focus were positively moderated by future work self salience of employee individuals.While the effect of prevention-focus on individual creativity depends on job requirement for innovativeness: when job requirement for innovativeness is high,prevention-focus would have a positive effect on individual creativity;when job requirement for innovativeness is low,prevention-focus would have a negative effect on individual creativity.Fourthly,grounded in attribution theory and resource allocation theory,a hypothesized model in which high performance human resource practices affect incremental creativity and radical creativity via the mediation of human resource performance attribution was built.Then a survey was conducted to collect data and multilevel structural equation model method was used to test our hypothesis.Findings showed that high performance human resource practices have a positive effect on incremental creativity while an inversed U shape effect on radical creativity via the mediation of human resource performance attribution of employee,and job requirement for innovativeness positively moderates the impact of human resource performance attribution on incremental creativity.At last we summarized the three studies mentioned above and discussed the results by comparing with past literature.Then practical implications and future directions were both provided at the end of the present thesis.