Diverse and inclusive human resource practices and employee creativity: the psychological fit mechanisms and the role of inclusive leadership

Abstract

Introduction: In the context of a VUCA environment and an increasingly diverse workforce, stimulating employee creativity has become a key driver of sustained organizational innovation. Diverse and Inclusive Human Resource Practices (DIHRP) are a series of systematic management activities that enhance employees’ diversity and inclusion capabilities, stimulate their diversity and inclusion motivation, and provide corresponding opportunities. However, the potential mechanisms and boundary conditions of DIHRP’s impact on employee creativity remain underexplored. Methods: This study draws on social identity theory and conservation of resources theory to construct a moderated mediation model. Based on survey data from 372 employees, hierarchical regression and bootstrap analysis were used to test the model. Results: The results show that: (1) DIHRP significantly promotes employee creativity; (2) both supplementary fit and complementary fit mediate the relationship between DIHRP and creativity; and (3) inclusive leadership positively moderates the direct and indirect effects of DIHRP, thereby strengthening the association between DIHRP and creativity. Discussion: This study reveals the psychological mechanism linking human resource practices to creative outcomes, enriches the theoretical perspectives of DIHRP and leadership style, and provides practical implications for optimizing talent management in different organizational environments.