Performance management systems, innovative work behavior and the role of transformational leadership: an experimental approach

Purpose Despite increasing attention to employee development, past research has mostly studied performance management systems (PMSs) in relation task-related behaviors compared proactive behaviors. Accordingly, this study addresses the between PMSs and innovative work behavior (IWB). Design/methodology/approach Building on signaling theory human resource (HRM) system strength research, authors designed a factorial survey experiment ( n = 444) examine whether stimulate IWB under different configurations of distinctiveness, consistency consensus, as well presence transformational leadership. Findings Results show that only strong foster (high high consensus [HHH]). Additional analyses reveal individual meta-features PMS can also innovation. Transformational leadership reinforced relationship relationship, but not relationships other meta-features. Practical implications The study’s findings suggest organizations wishing unlock employees' potential should design are visible, comprehensible relevant. To further reap gains employees, could invest coherent fair application planning, feedback evaluation throughout organization ensure organizational stakeholders agree approach PMSs. Originality/value inspire proactivity form particular complement certain meta-features, simultaneously compete with strength, suggesting whole (i.e. strength) is more than sum parts meta-features).