The aim of present study is to explore effort-enhancing HR-Practices and reveal the association of these practices with employee’s innovative work behavior (IWB). Further, the moderating role of employee empowerment between this relation is also explained. The paper is based on empirical study undertaken on textile-base firms operating in Pakistan. A theoretical grounded conceptual model is developed to organize a mechanism through which effort-enhancing HR Practices impact on employee’s innovative work behavior (IWB) with the moderation of employee empowerment. With the help of this model four hypotheses were developed. To test the hypothesized relationship multiple statistical analyses were conducted through SPSS. These hypotheses were tested with the help of data collected through questionnaires that were filled from a sample of 175 employees of dominant firms operating in textile industry of Pakistan. Theory, and the data collected from employees verified the proposed hypotheses and suggested that the underlying effort-enhancing HR practices have a significant positive impact on employee’s innovative work behavior (IWB). Further, finding of the study proclaimed that if the management of an organization empower their employees, they will show more innovative behavior at work.
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