Driving competence across sectors: high-involvement work practices and creative self-efficacy in public and private organizations

Abstract

PurposeEnhancing employee competence is essential for an organization's success, but it can be challenging due to the varying work practices across different sectors. This study aims to examine how high-involvement work practices (HIWPs) and creative self-efficacy contribute to competence development in public and private banks. It provides insights into the unique dynamics of each sector.Design/methodology/approachA total of 373 bank professionals from Bangladesh were analyzed, comprising 156 individuals from public banks and 217 from private banks. The hypothesized relationships were examined using structural equation modeling.FindingsInformation sharing is a significant driver of competence in private banks, while empowerment is the primary determinant within public banks. Creative self-efficacy mediates this relationship, enhancing the influence of HIWPs on competence development. Furthermore, sectoral variances indicate that employment contracts and organizational contexts play a crucial role in shaping the impact of HIWPs on competence development.Practical implicationsAdapting HIWPs to different sectors' needs can significantly enhance employee competence and overall organizational performance. By integrating creative self-efficacy into recruitment processes and promoting supportive work environments, organizations can further stimulate intrinsic motivation and facilitate the development of employee competencies. These insights offer practical guidance for HRM practices applicable to public and private sectors.Originality/valueThis research enhances existing literature by elucidating specific antecedents of competence within the banking sector. It provides practical insights for using individual motivators and human resource management strategies across various organizational contexts.