Emerging Hr Strategies In Response To Organizational Innovation Process

Abstract

In the ultimate analysis, the only sustainable competitive advantage comes from innovation. It is perceived to be a key driver of growth and efficiency in organizations. In times of intense competition, an organization’s success depends on its ability to continuously innovate faster and better. There are a number of organizational factors (like structure, quality of leadership, culture, incentives and appraisal systems, infrastructure and resource support, etc.) that influence innovation process. Of these, HR strategies has emerged as a critical factor to encourage, foster, produce and appropriate the benefits of innovation in organizations.

Past researches have largely focused on individual HRM practices on innovation process, to the exclusion of overall HRM strategies. The management of innovation in organizational settings is relatively far less researched, but is of great importance in world of huge collective challenges and fierce competition (Khandwalla, 1999). To address this gap, present study attempted to explore the mechanisms of linkages between the role of HRM and organizational performance during an organizational innovation process.

Data were collected through printed questionnaire and minimum level of the respondents were managers in order to ensure authenticity of data. In order to test the significance of the variables, statistical tools like factor analysis for data reduction, Cronbach’s alpha for reliability, correlation and multiple regression for finding relationship between variables were used.