Strategic Human Resource Management and Employee Creativity: The Role of Leadership Style and Knowledge Management Capacity

Abstract

In this study we explored the relationship between strategic human resource management practices and creativity of the employees. Using multisource data gathering technique, we collected data from 382 employees and their respective 68 supervisors working at ministry of migration and displacement Baghdad-Iraq. We built on the theoretical framework based on employee–organizational relationship theories, specifically, organizational support theory, and leadership theory. We found that strategic human resource management practices affect the employees’ potential to produce creative ideas at organizations directly or indirectly through knowledge acquisition, knowledge sharing, and knowledge application. We also found that leadership styles affect the relationship between strategic human resource management practices and creativity of the employees. The results of this study provided new insight among strategic human resource management practice, knowledge management capacity, knowledge application, creativity of employees, transactional leadership, transformational leadership style, and the interaction of leadership styles with human resource management practices for creativity of employees. Research implications and future research directions are also discussed in this research.

Keywords: Strategic human resource practices, knowledge management capacity, employee creativity, transactional leadership, transformational leadership