Impact of labour conflicts on employee innovation: The role of proactive HRM

Abstract

Orientation: This study examines the impact of labour conflicts (LCs) on employee innovation, emphasising the role of proactive human resource management (HRM) strategies. Unmanaged LCs can hinder innovation by reducing employee engagement and motivation.

Research purpose: The study aims to analyse how LCs affect employee innovation and how proactive HRM practices can moderate these effects.

Motivation for the study: Given the significance of innovation for organisational competitiveness, limited research exists on how LCs intersect with HRM practices. This study addresses this gap within the Moroccan context.

Research approach/design and method: A quantitative approach using structural equation modelling (SEM) analysed data from 400 employees across various sectors, allowing a comprehensive assessment of the relationships between LCs, HRM practices, motivation and innovation.

Main findings: Findings reveal a significant negative relationship between LCs and innovation. However, proactive HRM strategies can mitigate this effect, with employee motivation and engagement serving as mediating factors.

Practical/managerial implications: The study provides insights for HR practitioners, highlighting the importance of proactive conflict resolution to minimise the adverse effects of LCs on innovation. Promoting employee engagement is essential for fostering an innovative environment.

Contribution/value-add: This study enriches HRM and innovation literature by demonstrating how proactive HRM strategies can transform LCs into opportunities for enhancing innovation.