The Influence of Human Resource Management Practice on the Innovation of Research and Development Personnel

Abstract

Human resource management practices are a keyway to unlock the potential of a company's R&D personnel, enhance its innovation capabilities, and drive its long-term development. This article analyses the topic from three major aspects: talent acquisition and allocation, capability development and knowledge sharing, and performance and incentive mechanisms. It explores the core pathways and implementation methods through which companies can drive innovation via human resource management practices at different stages of development and in various industry contexts. The research in this paper focuses on high-tech enterprises and traditional manufacturing enterprises as case studies, highlighting effective approaches to significantly enhance innovation outcomes. These include breaking away from the ‘academic credentials-centric’ hiring philosophy, building cross-functional and diverse teams, prioritising the cultivation of innovative skills, and establishing inclusive performance evaluation systems and differentiated incentive mechanisms. This paper proposes recommendations such as establishing an ‘innovation-first’ management orientation, designing a dual mechanism model of ‘error tolerance + incentives,’ promoting innovation across all employees, and cultivating an innovative culture, providing reference for enterprises to formulate human resource management strategies to enhance their innovation capabilities.