Enhancing Task Performance through HR Practices: The Role of Organizational Support and Employee Creativity

This study investigates the dynamic interaction of Human Resource Management Practices (HRM), Employee Creativity (ECR), Organizational Support for Creativity (OSC), and Employee Task Performance (ETP) within a structured Partial Least Squares Structural Equation Modeling (PLS-SEM) deployed to analyze the survey results of a sample size of 93 employees. This research aims to explain how strategic HRM practices can foster an environment that enhances task performance by harnessing employee creativity, grounded in an integrated theoretical framework comprising Social Exchange Theory, the Resource-Based View, Self-Determination Theory, and the Componential Theory of Creativity. The analysis indicates that the relationship between HRM practices and employee creativity is substantially and positively moderated by perceived organizational support for creativity. Consequently, creative outputs are enhanced, and employee task performance will be proliferated. The results corroborate that HRM practices have a direct impact on employee task performance, but its contribution to this important outcome is fostered with the development of an environment that encourages creativity. The existing literature on human resource management is anticipated to be significantly enriched by this research, which demonstrates how perceived organizational support for creativity influences the connection between HRM practices, creativity, and performance. This provides valuable insights for organizations aiming to maximize their human resources. The empirical study emphasizes the crucial role of aligning HRM policies with supportive organizational structures in order to improve employee performance and creativity.