High-Performance Work Systems, Organisational Culture and Innovative Work Behaviour in Ghanaian Higher Education: Integrating Ability–Motivation–Opportunity and Social Exchange Theories

Abstract

This article integrates High-Performance Work Systems (HPWS), the Ability–Motivation–Opportunity (AMO) framework, and Social Exchange Theory (SET) to explain how these practices stimulate innovative work behaviour (IWB). It addresses a key gap in literature: by examining how HPWS influence innovative behaviours through AMO mechanisms and social exchange processes within the Ghanaian higher education sector. Using a theory-building approach based on integrative literature synthesis, the study develops a model that connects HR practices, employee capability, motivation, opportunity, trust, fairness, perceived organisational support, and organisational culture. The AMO framework explains how HR practices build employee skills, encourage effort, and create room for participation, while SET shows how employees reciprocate supportive and fair treatment through discretionary behaviours such as idea generation, problem-solving, and implementation of new methods. The study argues that these HR practices are more effective when supported by a workplace culture encouraging trust, learning, collaboration, autonomy, and responsible risk-taking. Organisational culture shapes how employees interpret and respond to HR interventions. The study contributes to HRM and innovation literature by offering a model explaining what HR systems do and why employees respond in ways that support creative and improvement-oriented behaviour. For Ghanaian policymakers and university administrators, the study is important because higher education institutions face pressure to improve teaching quality, administrative efficiency, research productivity, and service delivery. The study recommends universities develop coherent HR systems that strengthen employee ability, motivation, and opportunity, while also promoting a supportive culture where staff feel trusted, fairly treated, and encouraged to contribute new ideas to improvement.