Abstract
The purpose of this study is to examine the role of perceived fair interpersonal treatment, organization-based self-esteem, and some demographic characteristics in innovative work behavior among employees of a Nigerian bank. Data were collected from a randomly selected sample of 185 employees through a structured questionnaire. Hierarchical multiple regression and One-Way Analysis of Variance were carried out to test hypotheses. The results reveal significant positive influence of perceived fair interpersonal treatment and organization-based self-esteem on innovative work behavior. Lastly, the results show significant effect of level of education on innovative work behavior. The findings suggest that perceived fair interpersonal treatment and organization-based self-esteem are important predictors of innovative work behavior. Therefore, organizations should focus on improving the levels of organizational based self-esteem among employees who scored low on this trait by providing more recognition and importance. They should also strive to ensure fair interpersonal treatment among employees in order to promote motivation to engage in innovative work behavior. Language: English
Highlights
The present study outlines the role of perceived fair interpersonal treatment and organization-based self-esteem in innovative work behavior among bank employees in a Nigerian bank
After control for the influence of age, tenure and gender, innovative work behavior is predicted by both perceived fair interpersonal treatment and organization-based self-esteem
These findings suggest that perceptions of psychosocial organizational factors such as organization-based self-esteem and perceived fair interpersonal treatment play significant roles in willingness to perform innovative work behavior
Summary
The operational, social, and structural challenges (e.g., recapitalization, mergers and acquisition, introduction of electronic banking, rapid technological change, competition from non-financial services institutions, and diverse needs, desires and wants of customers) confronting the Nigerian banks, suggest the necessity for innovative work behavior among their employees. The reason for this assertion is not far-fetched; individual innovative work behavior is crucial for increased business performance, organizational success and survival in the long term, in dynamic markets (Utterback, 1994; Balkin, Markman, & Gomez-Mejia, 2000; Lyon & Ferrier, 2002). Based on West (1989) and West and Farr (1989) definitions, innovative work behavior is defined as a set of behaviors directed towards the initiation (novel or borrowing from another context), introduction, and implementation (within a work role, group or organization) of new and useful ideas, services, processes, products or procedures to solve work-related problems in order to enhance personal and/or business performance
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