Investigating employee proactivity and organisational innovation through the lens of leader's language and human resource practices

Innovation is the holy grail of an organisation and enables organisation to achieve competitive advantages. Thus, the current study investigate how human resource practices and leaders motivational language impact employee proactivity and organisational innovation. Data were analysed with 295 responses received from employees working in public sector organisations. Findings of the structural equation modelling (SEM) indicate that altogether human resource practices and motivational language theory exhibited substantial variance R2 80.1% in employee proactivity. Aside of direct relationship, the moderating effect of employee vitality is investigated and confirmed that the moderating relationship between employee proactivity and organisational innovation will be stronger when employee vitality is higher. The effect size analysis f2 revealed that empathetic language is the most important construct when measuring employee proactivity. Therefore, importance performance analysis demonstrates that employee proactivity, empathetic language, employee vitality and meaning making language are the core constructs to achieve organisational innovation.