The Role of HRD in Developing Capabilities for Creativity and Innovation at Work: A Multilevel Approach
This chapter offers an overview of key areas of human resource development (HRD) and how they can be used to enhance an organisation’s creativity and innovation capability. Particular focus is paid to recruitment and selection, training and reward, and wh
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troduction An organisation’s culture can be broadly defined as the values, behaviour patterns, norms and attitudes that a group has in common (Herzog 2011) and an organisation’s climate is the observable and measurable manifestation of this culture (McLean 2005). An innovative climate is a specific form of climate where human resource development (HRD) practices can play a significant role in the development of individual, team and organisational capabilities for creativity and innovation at work. This chapter argues that by focusing on the areas of recruitment and selection, learning, training and coaching, and reward, organisations can foster this climate of innovation.
A. Walker (*) • P. Derbyshire Bath Spa University, Bath, UK e-mail: [email protected]; [email protected] © The Author(s) 2020 M. Loon et al. (eds.), The Future of HRD, Volume I, https://doi.org/10.1007/978-3-030-52410-4_5
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Innovation research has previously focused on the individual level, turning later to team and organisational levels; a multilevel approach moves away from studying these areas individually to studying them simultaneously at individual, team and organisational levels (Walker and Batey 2014). This chapter positions creativity and innovation as multilevel phenomena, discussing how organisations can develop these capabilities and the role that the various Human Resource Management (HRM) practices have in their development. Furthermore, this chapter positions creativity as an essential part of a multi-stage innovation process and, therefore, when this chapter refers to innovation it is inclusive of creativity and the implicit use of technology. This applies to both incremental (small changes to improve existing products, services or ways of doing things) and radical innovation (implementing new ideas in response to potentially game-changing opportunities/situations) (Tidd and Bessant 2013). While acknowledging its increased complexity, this chapter takes and advocates a multilevel focus. It does this in two ways: (1) by introducing the concept of multilevel theory and empirical research in relation to creativity and innovation and (2) by focusing on variables operating at individual, team and organisational levels. Finally, it provides some important implications for human resource managers, HRD practitioners and line managers as well as highlighting some selected further reading. This chapter enables HR practitioners, academics and students to: • Consider how the three HRM practice areas of recruitment and selection; learning, training and coaching; and reward can be applied to develop innovative practices and behaviour within organisations. • Understand and explain how innovation climate can be facilitated by, and facilitates, various stages of the employee life cycle (at the beginning through recruitment and selection, and throughout an employee’s employment through learning, training, coaching and reward practices). • Be able to outline the benefits to organisations of viewing
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