Towards an HRM Model predicting Organisational Performance by Enhancing Innovative Work Behaviour: A Study among Dutch SMEs in the Province of Limburg

This study portrays a model aimed to investigate the relationships between employability, leadermember exchange, innovative work behaviour, and objective- and perceived organisational performance. It also includes the moderating effect of organisational politics upon these relationships. This manuscript reports the study design that will be operationalised in Dutch small & medium- sized enterprises (SMEs) that are active in various branches in the province of Limburg. We envisage that this research project is important to management practice because it is believed that by stimulating and investing in employability, and in the quality of the relationship between employees and supervisors, innovative work behaviour and improved organisational performance may be achieved. Moreover, an awareness of how organisational politics has an impact on work outcomes is critical to all parties involved in the business community. Successful organisations find it absolutely essential to launch new product features, offer better services, and provide more efficient and effective internal processes. This is because product, service, and process innovation require organisations to incorporate the alterations made to markets, technology, and competition. 1 According to Katz, “an organisation that depends solely upon its blueprints of prescribed behaviour, is a very fragile social system”. 2

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