Until recently, there has been an abundance of research dedicated to investigating the organisational results of high-performance work systems (HPWSs). But few studies were conducted on the individual results of HPWSs, particularly employee creativity and also the mechanism by which employee creativity is influenced by HPWSs. Drawing on the theory of social exchange, this study is aimed at filling this gap by examining the mediating impact of perceived support from the organisation on the association between HPWSs and creativity of employees. A cross-sectional approach along with a quantitative-deductive causal method was adopted, and Bangladeshi Small and Medium Enterprise (SME) sector was the focus in this study. We collected data utilising self-administered questionnaires from 211 full-time employees and applied partial least square-structural equation modelling for our statistical analysis. Our research findings emphasise that HPWSs positively affects perceived support from the organisation, subsequently enhancing creativity of employees. Furthermore, the outcomes also suggest that perceived support from the organisation acts as a mediator in the connection between HPWSs and the creativity of employees. Our study makes a significant contribution to the SME literature on what ways SMEs might enhance employee creativity. Moreover, the findings relating to this research have also implications for managers as well as practitioners. It is crucial for SMEs to implement HPWS that in turn encourage employee creativity. In order to stimulate employee creativity, SME businesses should adopt HPWS that foster employees' perceptions of organisational support. Once the implementation of HPWS is done, it becomes essential for SME employees to be motivated and perceive strong support from their employer, which, in turn, leads to increased creative behaviour.