Open AccessThe effectiveness of human resources practices in driving proactive experimentation and risk-taking work behaviours in organisations
Author(s) -
Rose Boitumelo Mathafena,
Anton Grobler
Publication year - 2020
Publication title -
sa journal of human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.188
H-Index - 5
eISSN - 2071-078X
pISSN - 1683-7584
DOI - 10.4102/sajhrm.v18i0.1259
Subject(s) - proactivity , human resources , empirical research , creativity , entrepreneurship , psychology , training and development , work (physics) , knowledge management , research design , human resource management , marketing , business , applied psychology , social psychology , management , computer science , sociology , engineering , mechanical engineering , social science , philosophy , epistemology , finance , economics
Orientation: Proactive experimentation and risk-taking employee behaviours have received considerable attention both empirically and conceptually in organisational learning and development studies, as well as in relation to organisational innovation, entrepreneurship, creativity and continuous improvement capacity.Purpose: The purpose of the study is to determine the extent to which the perceived human resources practices as well as the person–job fit contribute towards proactive experimentation and risk-taking organisational behaviours.Motivations for the study: Substantial gaps remain as to how, to what extent and, also, which human resources practices impact on certain organisational outcomes, and more particularly with experimentation and risk-taking.Research design and methodology: The cross sectional and survey designs were applied in this empirical study. A total of 609 respondents from the diverse South African companies in the private sector participated in the study. Convenience sampling was employed by the field workers in the distribution of the surveys.Main findings: The regression and correlation analysis indicated a significant relationship between the human resources practices (of training and development, participation in decision-making, rewards) and person-to-job fit with experimentation and risk-taking, whilst recruitment reported somewhat a non-significant and low contribution.Practical managerial implications: Organisational management will be better enabled to propose concrete human resources strategies necessary for cultivating proactive work behaviours impacting on performance and competitiveness.Value add: The outcomes of the research corroborate with existing literature according to which rewards, participation in decision-making, training and development, as well as person–job fit are essential for the creation of the conditions which cultivate proactive and productive work behaviours.