Employee Innovation Performance Research Articles

How does COVID-19 affect employee innovation performance and environmental responsibility engagement in the banking sector? A moderated-mediated perspective

PurposeThe purpose of the article is to shed light on how COVID-19 affects employee involvement in environmental responsibility and innovative performance in the banking industry, and whether employee engagement mediates the relationship between the variables. Thus, this study tries to understand bank employees’ perspectives in relation to the variables.Design/methodology/approachThe study was collected during Time lag (1) and Time lag (2) from 156 to 216 bank employees, respectively. The study applied two types of analysis, to comprehend the impact of COVID-19 on employees, descriptive analysis and the partial least squares (PLS) are used.FindingsThe study's findings focused mainly on the influence of COVID-19 in Jordanian banks on employee innovative performance (EIP) due to pandemic, in addition to its effect on environmental responsibility engagement (ERE). The findings indicated a positive significant relationship between the variables. Meanwhile, employee engagement (EE) mediated the effect between the exogenous and endogenous variables.Originality/valueThe current research provide light on the value of employees' innovative performance and banks' commitment to environmental responsibility for those working in the banking industry, particularly during a pandemic. The findings have significant ramifications for the banking industry and in raising employee engagement.

Ambidexterity of HR practices in fortune 500 companies and employee innovation performance: mediating role of inclusive leadership

PurposeHuman resource management (HRM) practices must take an ambidextrous approach because of changing work environments and challenges. Ambidextrous practices in HRM fall in the domain of developing expertise for complex environments and reducing ambiguities in present turbulent times. Dual-oriented ambidextrous human resource practices (AHRP) can promote employee innovation performance. Drawing on social exchange theory to explore the impact of AHRP on employee innovation performance, this paper examines the mediating role of inclusive leadership style.Design/methodology/approachData were collected through a questionnaire from employees of three Fortune 500 Chinese companies from the telecom, electronics and automotive sectors with temporal separation in two waves. The final sample constituted 276 useable responses.FindingsResults indicate that ambidextrous HR practices have a significant impact on innovation performance, and an inclusive leadership style mediates this relationship, together explaining a 27.8% variance.Originality/valueThis paper examines the effect of dual-oriented AHRPs in the emerging markets context as a guide to best practices for managers to employ ambidexterity in HRM to enhance employees' innovation performance by enhancing both commitment as well as cooperation simultaneously.

A Review of the Impact of Leadership Styles on Employee Innovation Performance

A Review of the Impact of Leadership Styles on Employee Innovation Performance

The Influence of Organizational Culture, Transformational Leadership, Organizational Support and Employee Competency on Employee Innovation, Organizational Commitment and Organizational Performance of Village-Owned Enterprises In Bali Province

This study aims to determine the effect of organizational culture, transformational leadership, organizational support and employee competence on employee innovation, organizational commitment and organizational performance of Village-Owned Enterprises (Badan Usaha Milik Desa) in Bali Province. The study population was 583 employees. Using the Slovin formula with a tolerance of 5%, the number of samples was 273 respondents. Test the model with Generalized Least Square Estimation (GLS), structural equation model analysis (SEM). The test results show that the model (fit) can be seen from the values of GFI, AGFI, TLI, CFI, RMSEA and CMIN / DF, which are 0.928, 0.912, 0.958, 0.967, 0.067 and 0.514 all within the range of expected values so that the model can received. The results showed that: 1). Organizational culture influences innovation, organizational performance, and does not affect organizational commitment. 2). Transformational leadership influences innovation, organizational commitment, and organizational performance. 3). Organizational support influences innovation, organizational commitment, and organizational performance. 4). Competence affects organizational performance, and does not affect organizational commitment. 5). Innovation has no effect on organizational performance. 6). Organizational commitment influences the performance of Village-Owned Enterprises.

Analysis of The Influence of Transformational Leadership Style And Work Discipline on Employee Innovation Performance With Motivation As An Intervening Variable At SDIT Yogyakarta

This study aims to find out about the Analysis of the Effect of Transformational Leadership Style, Work Discipline, on Innovation Performance with Motivation as an intervening variable aimed at managing superior and advanced human resources in facing the era of globalization and quality human resources will develop high performance for the organization. One of them is by paying attention to the performance of employees both from their motivation and discipline in achieving the organization. This study uses a quantitative descriptive method with data analysis techniques Measurement Model (Outer Model): Convergent Validity, Discriminant Validity, Discriminant Validity, Reliability. Structural Model (Inner Model), Predictive Relevance (Q Square), Hypothesis Testing Results. Tested manually using the SmartPLS 3.2.9 software application. The population in this study were employee teachers at SDIT Luqman Al Hakim Yogyakarta, while for the sample data using the saturation technique, all employees were taken, namely 62 samples. The results showed that the coefficient value for the H1 coefficient was 0.288, the p-value was 0.007, the H2 coefficient was 0.343, the p-value was 0.003, the H3 coefficient was 0.339, the p-value was 0.000, the H4 coefficient was 0.327, the p-value was of 0.026, the H5 value, the coefficient value of 0.447 the p-value of 0.007 reveals that Transformational Leadership Style, and Work Discipline can improve employee innovation performance with Employee Work Motivation so that resources are able to develop high performance for the organization.

Influence of Health Promoting Leadership and Leader Humor on Employee Innovation Performance: The Role Positive Emotions

Understanding how leadership styles conducive to employee innovation performance is one of the main focuses in organizational behavior literature. In this paper, we use broaden-and-build theory to examine how health promotes leadership and leader humor affect employee innovation performance, focusing on positive emotion mediation. By using a survey data consisting of 410 full-time employees from several large state-owned companies in China, the results indicate that both health promoting leadership and leader humor significantly relate to positive emotions among employees, which in turn, enhances their innovation performance. This article makes contributions to the literature by emphasizing the role of leadership styles in creating an environment that encourages creativity and innovation by the mechanism of positive emotions.

Employee Creativity as Moderation between Ambidexterity Organization and Innovation Performance: SMEs in East Kalimantan

Product innovation is a point of interest for consumers to buy products. Organizational ambidexterity is the company's ability to pursue innovation through exploitative and explorative means, thereby influencing employee innovative performance. Technology readiness by organizations and employees is a benchmark for the success of product development. The problem that often occurs is that not all employees are ready for technology and innovation which has an impact on increasing innovation and product performance. Product innovation certainly cannot be separated from employee creativity. Creativity is important in creating competitive advantage and creative industry erformance. The purpose of this research is to investigate the importance of developing organizational ambidexterity and organizational technology readiness as well as employee creativity in improving organizational innovation performance. By doing this, this research tested the moderation of employee creativity (EC) on the relationship between organizational ambidexterity (AO) and innovation performance (IP). By applying a quantitative and cross- sectional design and analyzing the results of a questionnaire on 100 SMEs in East Kalimantan, it was found that AO had a positive and significant effect on IP, while EC had a positive and significant effect on AO but had a negative and insignificant effect on IP. EC moderates and has a positive and significant influence on the relationship between AO and IP as well as AO and IP. This research contributes to the advancement of organizational capability theory by adding the important role of employee creativity in achieving innovation performance.

Pengaruh Penerapan Total Quality Management terhadap Kinerja Inovasi Dimediasi Knowledge Sharing

To be able to compete and survive in all conditions, every company pays great attention to the maintenance of human resources as a company effort to obtain an effective strategy that aims to support the company's success in achieving its goals. This research was conducted to determine the effect of implementing total quality management (TQM) on innovation performance through knowledge sharing as an intervening variable at Auto 2000 Soekarno Hatta 145 Bandung. This research uses a quantitative method with a descriptive-causality research type. As for sampling, it was carried out using the saturated sampling technique method, with a total of 70 respondents. The data analysis technique used in this study is descriptive analysis and the Partial Least Square-Structural Equation Model (PLS-SEM) assisted by the Smart PLS 3.0 analysis tool. The results of this research indicate that there is a positive and significant relationship between total quality management (TQM) and innovation performance, total quality management (TQM) and knowledge sharing, knowledge sharing and innovation performance, as well as an indirect relationship between total quality management (TQM) on innovation performance through knowledge sharing. So that in an effort to improve employee innovation performance, the application of total quality management (TQM) and knowledge sharing needs to be evaluated and improved at Auto 2000 Soekarno Hatta 145 Bandung.

Study on the Impact of Employee Compensation and Benefits System on Employee Innovation and Optimization Strategy

The most direct and practical of the many incentive programs is compensation incentive, particularly total compensation incentive, which also has a high operability. Nevertheless, it is also constrained by the enterprise's overall viability and the cost of its human resources. More remuneration satisfaction does not always translate into better business performance; further research is needed to understand how it works. On the basis of an analysis of local and foreign research data, this paper investigates the connection between employee innovation performance and remuneration satisfaction. It also introduces work engagement as a mediating variable along the path of compensation satisfaction - work engagement - innovation performance. It has been established via empirical study and data analysis that employees' contentment with their salary and related factors can positively impact the link between that relationship and their innovation performance. It demonstrates that following the introduction of the new work engagement perspective, compensation management satisfaction affects innovation performance indirectly through the influence of work engagement. Through the in-depth exploration of its influence mechanism, it offers some guidance for the related enterprises to design the compensation system scientifically to motivate the innovation ability of employees and complements and improves the related theory.

Understanding language barrier: how employee language anxiety impacts employee innovative performance

Understanding language barrier: how employee language anxiety impacts employee innovative performance

Does Toxic Leadership, Employee Welfare, Job Insecurity, and Work Incivility Have an Impact On Employee Innovative Performance at Private Universities in LLDIKTI III Area?

Does Toxic Leadership, Employee Welfare, Job Insecurity, and Work Incivility Have an Impact On Employee Innovative Performance at Private Universities in LLDIKTI III Area?

The Role of Women's Leadership Characteristics in Shaping Job Autonomy and Its Effects on Employee Innovation Performance

Research aims: This study investigates the impact of women's leadership traits on employee innovation performance and the role of job autonomy as an intermediary.Design/Methodology/Approach: This study used a quantitative approach with a cross-sectional design, focusing on micro-level analysis, with 323 employees from a Pekanbaru Public Health Center (Puskesmas) as the target population. One hundred seventy-five samples were obtained using Cluster Random Sampling, and the SEM statistical test and Smart PLS 4.0 software were utilized for quantitative analysis.Research findings: Women's characteristic leadership supports the creation and development of employee innovation performance. It will be better if the provision of work autonomy accompanies it.Theoretical Contribution/Originality: Developing a job autonomy theory covers procedural autonomy, soft skills, and decision-making. Scheduling autonomy includes time flexibility and technical tasks. Autonomy within job criteria is assessed through task priority, management, and performance.Practitioners/Policy Implications: The research highlights the importance of work autonomy in Pekanbaru Health Centers, highlighting the role of women's leadership characteristics and proving that women possess the same abilities as men, thereby supporting employee innovation performance.Research Limitations/Implications: The study suggests that future research could benefit from a longitudinal design to assess theory constructs over time, considering the limitations of cross-sectional designs and the limited sample size of Pekanbaru City Health Center employees, allowing for a more comprehensive analysis.

Psychological capital, job involvement and innovative behavior among employees in high tech enterprises in China: Inputs to employee innovation performance framework

Psychological capital, job involvement and innovative behavior among employees in high tech enterprises in China: Inputs to employee innovation performance framework

Learning behavior, organizational atmosphere and employee innovation performance: Basis for learning and development culture framework

Learning behavior, organizational atmosphere and employee innovation performance: Basis for learning and development culture framework

Emotional Intelligence, Innovative Work Behavior, and Cultural Intelligence Reflection on Innovation Performance in the Healthcare Industry.

Innovation requires creativity, risk-taking, and the ability to manage change effectively, all of which are closely linked to emotional intelligence. Individuals with high levels of emotional intelligence are more flexible, adaptable, and resilient in technological advancements and are better able to respond effectively to new challenges and opportunities. Thus, this study aims to recognize the significant role of emotional intelligence, along with the mediation of innovative work behavior (IWB) and the moderation role of cultural intelligence in the attainment of innovation performance. This is quantitative research and for data collection, a questionnaire was used in healthcare institutions. The result shows that emotional intelligence is an antecedent of innovation performance. The finding also proved that IWB mediates the linkage between emotional intelligence and innovation performance. In addition, the outcomes show that cultural intelligence strengthens the relationship between emotional intelligence and innovation performance. However, the current dynamic business world has created an urgency to understand the linkage between the employee's emotional intelligence and employee innovative performance, particularly taking into consideration the mediation effect of IWB. Emotional intelligence and innovation are closely linked, and innovative work behavior connects this link in a stronger way. This study offered a unique framework for achieving innovation performance through the nexus of emotional intelligence, innovative work behavior, and cultural intelligence.

Relationship between Organizational Climate and Service Performance in South Korea and China

Both South Korea and China have collective cultures; however, there are significant differences in employee behavior due to cultural, economic, and environmental factors. This study explores the influence of organizational climate on employee innovative behavior and service performance using a competitive value model, as well as the mediating effects of social capital and organizational silence. Adopting the interpersonal relationship, rational goal, and internal process approaches, it focuses on three aspects: supervisory support, pressure to produce, and formalization. A total of 773 valid questionnaires were collected from four- and five-star hotels in South Korea and China, and the data were analyzed using SPSS and AMOS. The results showed that supervisory support and pressure to produce positively affected employee social capital, thereby affecting their service performance. Formalization positively affected organizational silence and negatively affected employees’ innovative behaviors. This study confirmed the mediating effects of social capital and organizational silence in the organizational environment. The positive effects of supervisory support and pressure to produce on social capital were similar in South Korea and China. However, among the effects of organizational silence, Korean employees were more likely to benefit from formalization. This study identified the differences in organizational climate and organizational performance between South Korea and China and provides implications for enterprises’ sustainable development.

Double-Edged Sword Effect of Flexible Work Arrangements on Employee Innovation Performance: From the Demands–Resources–Individual Effects Perspective

This study explores the double-edged sword effect of FWAs on employee innovation performance based on the Demand–Resource–Individual Effect (DRIVE) model. A total of 411 valid questionnaires from knowledge-based employees were collected in three stages through a survey of technology-based companies in China. The data were analyzed using SPSS 25.0 and AMOS 22 software, and multi-level linear model analysis was conducted to test the double mediating effect of psychological empowerment and role ambiguity and the moderating effect of role breadth self-efficacy. This study found that, in terms of the job demand path, flexible work arrangements (FWAs) increased employees’ role ambiguity, which in turn decreased their innovation performance; in terms of the job resource path, FWAs increased employees’ psychological empowerment, which in turn increased their innovation performance. From the perspective of individual differences, under the flexible work system, employees with high role breadth self-efficacy can enhance their psychological empowerment and reduce role ambiguity, thus promoting their innovation performance. This study is the first to analyze the “double-edged sword” effect of FWAs on employee innovation performance based on the DRIVE model, which effectively extends the moderating variable of role breadth self-efficacy in the model and helps to understand the impact of different types of FWAs on employee innovation performance. In addition, this study provides a reference for technology-based companies to strengthen their digital capabilities and regulation of FWAs, which is conducive to achieving sustainable business development.

Employee innovative job performance and firms' financial performance: a multilevel insight with big data analytics and entrepreneurial orientation

PurposeThe present research developed and investigated a multilevel theoretical framework by underpinning a resource-based view (RBV) that uncovers how and when academic researchers and organizational practitioners can strategically attain a competitive edge and increase their financial performance.Design/methodology/approachTo consider the dynamic and ever-challenging business environment, this research examined the contingency of big data analytics (BDA) and entrepreneurial orientation (EO). The multi-source and multilevel data used for this research were gathered from 195 manufacturing firms listed on the Pakistan stock exchange by employing a time-lagged design and survey strategy. Additionally, for hypothesis testing, multilevel path analysis was conducted in MPlus.FindingsThe authors uncovered the sequential mediation mechanisms of organizational innovation (OI) and competitive advantage (CA) on the relationship between individual-level employee innovative job performance (EIJP) and firms' financial performance (FFP) based on the resource-based view. The authors noted positive and significant sequential mediation of OI and CA on the effect of EIJP on FFP. Similarly, the relationship between EIJP and OI was found to be stronger when the boundary conditions of BDA and EO were higher than when they were lower.Originality/valueThis research offers new practical insights for managers and organizational practitioners to better value their EIJP, and due diligence is required when employing BDA and EO to attain a competitive edge over competitors and increase financial performance.

Small Business Social Media Use, Innovative Work Behavior, and Organizational Performance

This article quantitatively examines the relationships between social media use, innovative work behavior, and organizational performance among small businesses in the United States. A theoretical model containing these latent variables was developed using the assumptions established by the Resource-Based View Theory and the Diffusion of Innovations Theory. Survey data from United States small business employees was collected and subsequently analyzed using partial least squares structural equation modeling (PLS-SEM). Statistically significant positive relationships between each of the examined variables were found. Recommendations involving the use of social media by small businesses to improve employee innovative work behavior and organizational performance were made.

Examining the Implementation of Financial Incentives using the Framework of Monetary and Non-Monetary Incentives to Improve Employee Innovation Performance Case Study: Jordanian Islamic Banks

Jordan's banking industry has expanded significantly, and various Jordanian banks are now more competitive than ever. Therefore, all Jordanian banks strive to gain a greater competitive edge by luring more clients. In this context, Jordanian Islamic banks sought to strengthen their competitive advantage by offering high-quality banking services, luring highly experienced employees, and equipping them with a capable system of incentives and rewards to boost their performance. It has been suggested that monetary and non-monetary incentives could be used to address these issues. In order to evaluate the effects of incentives on the employees who worked in the Islamic Bank's branches in Jordan, the study set out to conduct a systematic review and analysis. Partial least squares (PLS) analysis was used to gather data that had been gathered through a survey method using questionnaires that were completed by 73 respondents. Simple linear regression (SLR) was used to assess how incentives affect performance. The results of the study revealed a statistically significant positive effect of monetary and non-monetary incentives on performance. In order to implement a fair incentive policy that has an impact on raising employee performance, and added value Islamic banks need to review their system of moral and financial rewards. Giving bonuses, recognizing outstanding employees, providing the ideal employee with monthly annual health benefits, and expressing gratitude and expressing gratitude and appreciation to others. Future knowledge in the field of management accounting will benefit from this study's contribution, which focuses on the existence of the principles based on the performance system, a distinctive and original compensation scheme that has unmistakably aided bank expansion.