The Impact of the High Commitment HRM System on Employees' Innovation Behavior: The Mediating Role of Acceptance of Organizational Change and the Moderating Role of HRM System Strength

Abstract

This study aims to elucidate the mediating role of acceptance of organizational change in the process through which the high commitment HRM System influences organizational members' innovative behavior. Additionally, the study seeks to empirically demonstrate the moderating effect of HRM system strength on the relationship between acceptance of organizational change and innovation behavior. Existing studies have predominantly treated employees' perceptions as mediating variables in the impact of high commitment HRM systems on firm performance. However, the role of HRM systems in managing organizational change for employees, focusing on emotional and cognitive processes such as trust and commitment in the organization, has been overlooked. Therefore, based on social exchange theory, goal-setting theory, self-efficacy theory, and role theory, this study proposes and validates a research model. The survey was conducted targeting HR professionals and employees in domestic companies with 50 or more employees. The analysis utilized responses from 40 HR professionals and 274 employees. The research findings confirm the mediating role of acceptance of organizational change in the connection between high commitment HRM systems and employees' innovative behavior. Moreover, it is verified that HRM system strength moderates the relationship between acceptance of organizational change and innovation behavior. The high commitment HRM system exhibited a moderated mediating effect of HRM system strength in the process through which it mediates acceptance of organizational change to influence innovation behavior.