HUMAN RESOURCE MANAGEMENT IN ADAPTING TO IN INNOVATION.

 

We are facing a more technological and competitive business environment. Therefore, organizations should always try to beat the competitiveness and survive in the business market. Organizations have also made innovation a major concern, with company executives frequently receiving an overwhelming amount of advice and proposals on how to develop an innovation strategy or generate more high-quality and quantity of ideas in order to improve organizational life (Shipton, et al., 2016).

Innovation is a big process that should handle with more effectively. Therefore, there should be involvement in HR in innovation adaptation process.  As we all know Human capital is one of the most valuable resources of the organization. Therefore, solving HR problems/ issues is more noteworthy.

Macro and micro levels of examination.

The variety of HRM problems associated with innovation management are multifaceted, spreading macro- to micro-levels of examination (Sparrow, et al., 2014). According to Shipton, et al. (2016), Macro-level challenges include business model innovation, the need to investigate organizational and structural alternatives necessary for fostering innovation, the necessity of coordinating human resource management (HRM), frequently across large networks of organizations, and the difficulties associated with institutionalizing an innovation model and culture.

At the micro level, the development of creativity at the individual level, managing and choosing individual talent to shape personnel, and fostering a culture or environment for innovation at the team level are the areas that often receive the most attention (Shipton, et al., 2016).

Innovation and HRM.

Figure 1 an Integrated Model for Innovation and HRM (Leede & Looise, 2005).

Innovation is a big process that content with different stages and activities. Therefore, when an organization adapt to an innovation its affect to all the human capital. We anticipated relationships between new product developments and HRM practices like employee involvement, job and organizational design, and staffing as well as between process and organizational innovations and HRM practices like activity development and unique forms of reward (Leede & Looise, 2005). You can get better understanding watching this YouTube video,

       

                           

 https://youtu.be/tv5aTdRkQkg?si=Ei5XWDeyL4q

Leede & Looise (2005) mentioned, The Company as a whole, with the aid of a purposeful HRM strategy, seeking to establish an innovative organization. To attain HRM results that support an organization's transition to innovation, decisions on particular HRM practices or approaches to standard HRM practices must be made within the framework of this strategy.

HIHRM has the potential to improve employee technological innovation performance by fostering their creativity and adaptability. By implementing HIHRM policies, promoting employee participation in decision-making, and offering training opportunities to advance employees' technology proficiency, organizations may put these results into effect. 

Organizations can, for example, promote employee involvement in ideation sessions and product development procedures, which will increase the employee's sense of ownership and dedication to the company's objectives. Training programs can also be created to give staff members the technical know-how needed to develop and adapt to new technology. Additionally, the workers who are adept at adjusting to new technology are more likely to be creative thinkers who perform better when it comes to technological innovation. 

As a result, businesses should train staff members to be tech savvy and create an environment inside the company that promotes and facilitates technology adoption (Rubel, et al., 2023).

References.

Leede, J. D. & Looise, J. K., 2005. Innovation and HRM: Towards an Integrated Framework. CREATIVITY AND INNOVATION MANAGEMENT.

Rubel, M. R. B., Kee, D. M. H. & Rimi, N. N., 2023. Promoting technology innovation performance through high involvement HRM, technology adaptation and innovativeness. Business Process Management Journal.

Shipton, H., Budhwar, P., Sparrow, P. & Brown, A., 2016. Human Resource Management, Innovation and Performance. s.l.:s.n.

Sparrow, P. R., Hird, M. & Cooper, C. L., 2014. Do we need HR? Repositioning people management for success.

 

Figure 1 An Integrated Model for Innovation and HRM (Leede & Looise, 2005) 2