HRM Practices and Firm Innovativeness: Mediating role of Impersonal Trust

Authors

  • Muhammad Hassan
  • Muhammad Rizwan
  • Khalid Mehmood
  • Muhammad Mazhar

Keywords:

Firm Innovativeness,, HRM Practices, Impersonal Trust

Abstract

In this stifling business environment, innovativeness has been
observed as a vital element for organizational success and
competitive advantage. Research highlights that in order to
intensify the firm innovativeness; researchers need to implement
the effective HRM practices and impersonal trust in this process.
The aim of this study is to discuss these problems to investigate the
relationship between HRM practices and firm innovativeness
through mediating role of impersonal trust. Data was collected by
using questionnaire survey from 274 employees of
telecommunication sector. Cronbach’s Alpha was used to check
the reliability of the scale and hypotheses were tested by using
structural equation modeling (with AMOS). Effective HRM
practices evidently help honing the organizational innovativeness.
Besides, impersonal trust was found to be partially mediating
between HRM practices and organizational innovativeness.
Findings would be helpful for organizations to understand how
they will survive in competitive and changing business
environment. Similarly, managers can identify the most demanding
HRM practices to build the trust relationship within the
organization in order to increase firm innovativeness. This
research paper was conducted in the context of Pakistan in telecommunication sector. This limits the generalizability of this
research. This study contributes to literature by identifying the link
between HRM practices and firm innovativeness through
mediating role of impersonal trust. According to the best
knowledge of researcher, this study is the first of its kind in the
context of Pakistan.

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Published

2017-06-30

How to Cite

Hassan, M. ., Rizwan, M. ., Mehmood, K. ., & Mazhar, M. . (2017). HRM Practices and Firm Innovativeness: Mediating role of Impersonal Trust. Pakistan Journal of Social Sciences, 37(1), 216-230. Retrieved from http://pjss.bzu.edu.pk/index.php/pjss/article/view/531