Read the following and answer 2 questions mentioned below. The sector of healthcare has evidently outlined tremendous development and progress (Almalki et al., 2011; Cucciniello & Nasi, 2014), but the businesses in the sector are a little lacking, particularly in the arena of innovation performance ( Moreira, Maria, Gherman, & Sousa; Tuan & Venkatesh, 2010). In connection to Pakistan, a considerable hindrance comes from the managers and leaders` weaker skills that could have helped address innovation performance (Al Othman & Sohaib, 2016). Therein, it is important for such people in authority to understand that there is a dire need to bring in such procedures through which innovative ideas and practices could be developed and taken further for implementation (Iqbal, 2011). Notably, evidences are available, outlining some measures taken in this regard in some private healthcare hospitals to foster innovation. Therein, these hospitals are engaging their staff members in the decision making process, incorporating innovative and creative strategies for recruitment and application of work standards (MOH, 2013). There have sadly, been very limited studies in this regards which could potentially guide and educate economy like Pakistan pertaining to how the enhancement of management practices should be done to foster innovation performance especially in the healthcare sector of the country.

Although many studies have proved that Human resource practices influence innovation performance, the findings are inconsistent because previous studies on the relationship between Human resource practices and innovation vary in identifying the set of practices that influence innovation. The variation occurs because of the different approaches used to study the relationship between Human resource practices and innovation. For instance, Long, Kowang, and Wan Ismail (2015) identified the Human resource practices of leadership, strategic planning, customer focus, process management, and people management. By contrast, Fernandese, Lorenco, and Silva (2014) identified Human resource practices leadership, customer focus, continuous improvement, involvement and development of peoples relationship with suppliers, measuring results, and product design. Moreover, Schniederjans and Schniederjans (2015) found that only soft quality practices (e.g., teamwork, employee involvement, employee empowerment, and training) have an impact on innovation. Thus, the current study will try to clarify which Human resource practices are successful in enhancing innovation performance. The relationship between Human resource practices and innovation in previous studies shows that the relationship has not been fully addressed by healthcare organizations. For instance, Mustafa and Bon (2014) involved studying the relationship between Human resource practices and innovation in hospitals is still uncovered. Although Human resource practices has been applied in Pakistan hospitals since 1993, shortcomings are still found in the outcomes with regard to innovation performance (Almaliki et al., 2011). Therefore, studying innovation is one of the main ways to tackle the issue.

However, one of the common difficulties of Human resource practices implementation in healthcare organizations is creating and supporting organizational quality culture (Mosadeghrad, 2013). Therefore, creating and supporting a proper quality culture is one of the important indicators of successful Human resource practices such as Human resource practices implementation in the healthcare sector. Quality culture and Human resource practices are an ideal strategic system that forms the organizational management system and organizational competitiveness, which is linked to the level of innovation (Bschgens et al., 2013). Human resource practices support the organizational management system through the practices that create a strong quality culture. A quality culture directs the managerial decision toward effectiveness and innovation. Human resource practices and a quality culture create and support strong competitiveness through innovation and creativity, particularly human innovation and creativity (Hernndez, Gonzlez, & Aquiahuatl, 2013). Therefore, quality culture has an ________ role in the relationship between Human resource practices and innovation.

Important to note that, there are also evidences, suggesting that at times transformational leadership may come up with varied results, particularly in connection to innovation performance (Boerner, Eisenbeiss, & Griesser, 2007). In parallel, there are studies that found no relationship between transformational leadership and how it could possibly enhance innovation prospects (Jaussi & Dionne, 2003; Osborn & Marion, 2009; Wilson-Evered et al., 2001). Henceforth, the mixed and inconsistent results of transformational leadership and its influence on performance and innovation outcomes requires further studies (Pieterse et al., 2010). Therein, the direction of the correlation can be changed when there exist a moderator effect within a correlational framework. This statement supports the theory of Baron & Kenyy (1986), a basic moderator effect can be explains that moderator-type effect which is suited in this context is considered as the demonstration of a crossover interaction of the form that is the insufficient explanation effect dependent variable.

In the light of above mentioned please newer the following question.

Question

1. Suggest any appropriate research topic for above-mentioned scenario and describe briefly?

2. Identify latent variables of independent, dependent, moderating and mediating variable and develop conceptual framework?