Linking high-performance work systems to employee innovative behaviour: Evidence from Ghanaian Universities

Baba Blonch Adombilla  Adombilla; Ethel Duorinaa; Godfrey Godfrey; Diana Aduko   Aburiya; Michael Yipake Banseh

doi:10.51867/ajernet.7.3.132

Authors

Baba Blonch Adombilla Bolgatanga Technical University https://orcid.org/0009-0006-4971-2369
Ethel Duorinaa Sunyani Technical University https://orcid.org/0009-0000-9203-562X
Godfrey Adda Bolgatanga Technical University https://orcid.org/0000-0002-9118-0750
Diana Aduko Aburiya Bolgatanga Technical University https://orcid.org/0000-0002-1248-9902
Michael Yipake Banseh University of Technology and Applied Sciences, Ghana https://orcid.org/0000-0003-0993-0725

DOI:

https://doi.org/10.51867/ajernet.7.3.132

Keywords:

AMO Framework, Ghana, Higher Education, High-Performance Work Systems, Innovative Work Behaviour, Organisational Culture, Social Exchange Theory

Abstract

This study examined the influence of High-Performance Work Systems (HPWS) on Innovative Work Behaviour (IWB) among academic staff in higher education institutions in Northern Ghana. The study was guided by Social Exchange Theory and the Ability–Motivation–Opportunity framework, which explain how employees may respond to supportive human resource practices through greater involvement in innovative activities. The target population comprised academic staff from technical universities, traditional universities, and colleges of education in Northern Ghana. Using a quantitative cross-sectional survey design, 322 respondents were selected through convenience sampling. Data were collected using a structured, self-administered questionnaire containing validated measures of HPWS and IWB. The data were analysed using SPSS version 25.0, LISREL 8.5, and the PROCESS Macro. Descriptive statistics were used to summarise the responses, while confirmatory factor analysis assessed the reliability and validity of the measurement model. Regression and moderation analyses were subsequently conducted to test the proposed relationships. The results showed that HPWS had a positive and statistically significant effect on IWB (β = .133, p < .01). Organisational culture also significantly moderated this relationship, indicating that the effect of HPWS on employees’ innovative behaviour varies according to the prevailing institutional culture. The findings demonstrate that structured training, constructive feedback, employee participation, and other supportive human resource practices can encourage innovation among university staff, even where such practices are implemented at moderate levels. The study contributes to the human resource management and innovation literature by providing evidence from a resource-constrained, non-Western higher education setting. It recommends that universities adopt affordable and context-sensitive human resource practices that strengthen employee development, participation, and engagement.

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