Development of a casual framework linking high performance HRM practices, positive psychological capital, creative behaviours and performance

Abstract

Synthesizing the ideas of high-performance Human Resource Management (HRM), positive psychological capital, and componential theory of creativity, the present study develops a multi-level causal framework linking high-performance work practices (HPWP), positive psychological capital, employee creative performance behaviors and creative performance. The paper argues that to provide a convincing explanation of the association between HRM practices and creativity, we need to improve our theoretical understanding in three key areas. These are the nature of HRM, and especially the rationale for the specific lists of HR practices; the linkage between HRM practices and employee creativity; and the ‘black-box’ linking HRM practices and employee creativity. A model is presented to explore these linkages. The existing literature on HRM, Creativity and PsyCap are reviewed and directions for future research are provided.