Impact of HRM practices on innovative behaviour: mediating role of talent development climate in Indian firms

Abstract

The impact of human resource management (HRM) practices on talent development and innovative work behaviour (IWB) has attracted considerable research attention in recent times, with the advent of knowledge economies. Drawing from the resource-based view of the firm, the aim of this research is to explore themes associated with talent development climate (TDC) and to test its role in promoting innovative work behaviour amongst managerial employees. The results of this research are based on three studies. Study 1 was qualitative that used an inductive approach, to explore the dimensions of TDC. Based on the themes that emerged from the qualitative study, we conducted studies 2 and 3 using quantitative methods on managers (N = 307 in first phase and N = 403 in second phase), drawn from 11 large global and Indian MNCs operating in India. The findings indicate two dimensions of TDC and highlight the mediating role of TDC in the relationship between HRM practices and IWB. The study contributes to the growing field of talent management with evidence from an emerging market economy - India. It provides a compelling argument for extending the scope of HRM practices and supervisory support in creating a talent development climate to achieve greater success in fostering innovation in organizations.