Employee Innovative Behavior Research Articles

Mediating impact of innovative behavior on the relationship between training and turnover intention: A case study of the hospitality industry in Jordan

This study aims to examine the employee intention to leave their organizations and discover how employee training could affect employee turnover intention. Furthermore, this paper intends to determine the relationship between the variables to present the idea of the impact of training on the ability of organizations to retain their employees. The research hypotheses were tested using the data obtained through a questionnaire. The sample included 160 employees working in 20 Jordanian five-star hotels in Amman, Jordan. The collected data were analyzed using the Smart-PLS software, where all necessary statistical techniques were applied. The results showed that training significantly affects the employees’ intention to leave their jobs. Moreover, the findings indicated that innovative behavior positively mediates the relationship between training and turnover intention. This requires human resource managers in this category of hotels to enhance investment in training and continue to hold training programs that meet the real needs of employees in addition to providing an environment that stimulates and enhances the innovative behavior of employees in the hospitality sector.

Employee innovative behavior and workplace wellbeing: Leader support for innovation and coworker ostracism as mediators.

Most previous studies focused on the antecedents of employee innovative behavior but rarely examined the outcomes of employee innovative behavior. Moreover, previous studies ignored the relationship between employee innovative behavior and workplace wellbeing. Based on social comparison theory and social exchange theory, this study introduces coworker ostracism and leader support for innovation as mediating variables to explore the "double-edged sword" effect of employee innovative behavior on workplace wellbeing. Based on a sample of 319 employees from Chinese companies, this study used SPSS 26.0 and MPLUS 8.3 to examine the hypotheses. Empirical results demonstrate that (a) employee innovative behavior is directly and positively related to workplace wellbeing, (b) employee innovative behavior is indirectly and positively related to workplace wellbeing through leader support for innovation, and (c) the negative association between employee innovative behavior and workplace wellbeing via coworker ostracism is unsupported. The findings of this study enrich the literature by exploring the double-edged sword effect of employee innovative behavior on workplace wellbeing. The practical implications of this study are that leaders in organizations should give employees innovation support.

How and when paradoxical leadership fosters employee innovative behaviours: The role of proactive personality and work engagement

We investigated the association between paradoxical leadership and employee innovative behaviours, and the role of proactive personality and work engagement in the relationship. Participants were 514 employees of a large Chinese internet company (female = 259; mean age = 29.85 years, SD = 5.88 years). Following a moderated mediating model, results indicated that paradoxical leadership was associated with higher employee innovative behaviours via work engagement. Furthermore, proactive personality strengthened the effects of paradoxical leadership on employee work engagement and innovative behaviours associated with higher employee productivity. Specifically, the integrative leading style of paradoxical leadership was conducive to improve employee work engagement and innovative behaviours, especially for employees with high proactive personality.

Is not workplace gossip bad? The effect of positive workplace gossip on employee innovative behavior.

The purpose of this study is to examine the role of positive workplace gossip (PWG) in employee innovative behavior, whereby a mediating effect of employee loyalty is proposed in this relationship. The moderating effect of organizational trust (OT) is also examined on the indirect of PWG on employee innovative behavior through employee loyalty. This research used a survey data of 327 employees from the enterprises selected from the Pearl River and Yangtze River Delta region of China. Based on the literature review, five main hypotheses were formulated and explored. The SPSS-Process Macro Plugin was used to analyze the hypothesized model. Results show there is a positive and significant relationship between PWG and employee innovative behavior. This study also confirm that employee loyalty is an intervening variable and OT as a moderator. Organizations should pay more attention to workplace gossip phenomena, encourage employees to take appropriate part in positive workplace gossip and to communicate positive information about other colleagues, and build an inclusive, open, sincere, and interdependent platform in the organization. Employee innovative behavior plays an essential role in organization's survival and development. Few studies have investigated PWG may promote employee innovative behavior through employee loyalty. The data, model, and findings of this research address the gap and complement the current state of knowledge.

Impact of supervisor developmental feedback on employee innovative behavior: roles of psychological safety and face orientation

PurposeDrawing on social cognitive theory, this study aims to examine the relationship between supervisor developmental feedback and employee innovative behavior, incorporating with the mediating role of psychological safety and the moderating role of face orientation.Design/methodology/approachA survey was conducted in 15 manufacturing companies in China. The participants comprised 302 employees. Hierarchical regression analysis was used to test the hypotheses. The mediating effects and the moderated mediating effects are further examined with bias-corrected bootstrapping method.FindingsSupervisor developmental feedback has a positive effect on employee innovative behavior through psychological safety, and this mediating effect is weakened by protective face orientation (fear of losing face), while the moderating effect of acquisitive face orientation (desire to gain face) is not significant.Practical implicationsOrganizations should create a development-oriented and safe innovation atmosphere for employees. In addition, leaders should adopt differentiated feedback and communication methods according to subordinates' face orientation.Originality/valueThe study has demonstrated the positive effect of supervisor developmental feedback on employee innovative behavior, which is different from previous studies on performance feedback and leadership types. Meanwhile, this study has also explored the mediating effect of psychological safety and the moderating effect of face orientation, which provides more insights on the mechanism and boundary conditions of the effect of supervisor developmental feedback.

Job Autonomy on Innovative Behaviour with Work Engagement as a Mediating Variable

The purpose of this study was to examine: (1) The effect of job autonomy on innovative behaviour in Whiz Prime Hotel Padang employees. (2) The effect of job autonomy on work engagement of Whiz Prime Hotel Padang employees. (3) The effect of work engagement on innovative behaviour of Whiz Prime Hotel Padang employees. (4) The effect of job autonomy on the innovative behaviour of Whiz Prime Hotel Padang employees through work engagement. The population in this study were all employees at Whiz Prime Hotel Padang totaling 61 people. While the number of samples in this study was determined by using the total sampling method, namely making the entire population in the study a sample, so that the number of samples obtained was 61 people. The analytical technique used is SEM analysis using smart PLS3.
 The results of this study indicate that: (1) job autonomy has a positive and significant effect on innovative behaviour in Whiz Prime Hotel Padang employees. (2) Job autonomy has a positive and significant effect on work engagement for Whiz Prime Hotel Padang employees. (3) Work engagement has a positive and significant effect on the innovative behaviour of Whiz Prime Hotel Padang employees. (4) Job autonomy has a significant effect on the innovative behaviour of Whiz Prime Hotel Padang employees with work engagement as a mediating variable

Do we need friendship in the workplace? The effect on innovative behavior and mediating role of psychological safety.

Employees spend a huge time of their lives at work. As a result, friendships are often formed between individuals in the workplace. Workplace friendship is a fundamental value of human nature. Forming friendships in the workplace is vital to increase satisfaction and engagement at work. The present study proposes and tests a theoretical framework to explore the workplace friendship mechanisms and their impact on the innovative behavior of employees in the Omani service sector, and to clarify the mediating role of psychological safety. The data was gathered from the employees of private service sector in Oman. An online questionnaire form was distributed to the participants and 405 valid questionnaires were analyzed by SmartPLS software using structural equation modeling. The results indicated that workplace friendship aspects namely, friendship opportunity and friendship prevalence positively affected innovative behavior. Furthermore, friendship prevalence was positively correlated in relation to psychological safety. However, psychological safety did not have a mediating role between workplace friendship and innovative behavior. The findings are meaningful for the academic research and also give some practical suggestions for managers from a new viewpoint for the evaluation of workplace friendship in the context of the service sector, in order to achieve psychological safety, and to promote the innovative behavior of employees in this sector.

The mediating role of organizational intelligence in the relationship between quantum leadership and innovative behavior.

The present study aims to examine the mediator effect of organizational intelligence between quantum leadership and innovative behavior of employees in health organizations. It is aimed to examine the mediator effect of organizational intelligence between quantum leadership and innovative behavior of employees in health organizations. The data of the study were collected from 626 healthcare professionals working in hospitals and health centers in Istanbul, Turkey, by survey method. After the analysis of normality, validity and reliability, the hypotheses of the research were tested on the LISREL program using the structural equal modelling. The findings have showed that the three hypotheses of the research were confirmed: quantum leadership and organizational intelligence affect the innovative behaviors of employees positively and significantly, and organizational intelligence has a mediator effect between quantum leadership and the innovative behavior of employees. It is imperative that healthcare organizations, which are likely to encounter chaos and crisis risks such as the Covid-19 pandemic, follow innovation in order to provide better quality services. Quantum leadership and organizational intelligence are necessities in terms of revealing innovative behavior for healthcare organizations operating in a dynamic and chaotic environment. Since the effects of quantum leadership have not been studied in health organizations adequately, this study makes a contribution to fill this gap. In addition, it is predicted that the findings of this research will be illuminating in terms of innovative behaviors and leadership styles for health organizations that have a vital importance in all societies and have recently experienced a fact like COVID-19.

How hindrance stress, proactive personality, and the employment relationship atmosphere affect employees' innovative behavior.

Hindrance stress is a stimulus factor in the workplace that has a certain impact on the innovative behavior of employees. Most existing studies focus on the analysis of individual-level factors, ignoring the important role of organizational-level factors. This study uses multiple linear models to empirically analyze the interaction mechanisms among hindrance stress, proactive personality, employment relationship atmosphere, and employee innovative behavior factors in the workplace. This study found the following: (1) Hindrance stress negatively affects employees’ innovative behavior. (2) A proactive personality positively affects employees’ innovative behavior. (3) A proactive personality plays a moderating role in the relationship between hindrance stress and employees’ innovative behavior. (4) The employment relationship atmosphere has a positive impact on employees’ innovative behavior. (5) The employment relationship atmosphere plays a moderating role in the relationship between hindrance stress and employees’ innovative behavior. This study enriches theoretical knowledge in the field of human resources and provides guidance for business managers on the effective encouragement of employees’ innovative behavior.

Effect of Diversity Management on Organizational Trust, Employee Innovative Behavior, and Employee Engagement: Evidence from Indonesia

Internationalization and economic globalization cause diversity in organizations to be higher, thus requiring a diversity management approach. This quantitative study aims to analyze the effect of diversity management on organizational trust, employee innovative behavior, and employee engagement. Data were collected using a questionnaire involving 115 employees of a large private bank in Jakarta, Indonesia. Analysis of research data using structural equation modeling (SEM) with SmartPLS software. The results showed that diversity management has a positive effect on organizational trust, employee innovative behavior, and employee engagement. Organizational trust has a positive effect on employee innovative behavior and employee engagement. Organizational trust mediates the effect of diversity management on employee innovative behavior and employee engagement. Diversity management is very important for organizations today because it can promote organizational trust, create employee innovative behavior and strengthen employee engagement, so every organization needs to establish policies regarding diversity management practices and consistently make it happen.

Explain the model of the effect of technical competence of school principals on organizational learning and innovative behavior of employees (Case study: non-profit schools in Birjand)

Explain the model of the effect of technical competence of school principals on organizational learning and innovative behavior of employees (Case study: non-profit schools in Birjand)

PENGARUH UMPAN BALIK POSITIF PEMIMPIN DAN PENILAIAN KINERJA TERHADAP PERILAKU INOVATIF KARYAWAN: PERAN MEDIASI PERILAKU SUARA DAN OTONOMI PEKERJAAN

<p align="justify">This study aims to examine the effect of positive leader feedback and performance appraisal on employee innovative behavior mediated by voice behavior and job autonomy. The sample in this study involved 140 respondents who are employees in manufacturing, distribution and service companies. This study uses a quantitative approach which then uses primary data obtained from the results of filling out questionnaires via google form. The data were analyzed using data processing techniques using the Lisrel Structural Equation Model (SEM) method. Based on the results of the analysis in this study, it is known that innovative behavior can be influenced by positive feedback from leaders and performance appraisals which are proven to be mediated by voice behavior and job autonomy. It is thus concluded that positive feedback from leaders and performance appraisals has an important role in encouraging employees to behave innovatively supported by communication from employees through voice behavior and job autonomy.</p><p><strong>Keywords: </strong>Leader Positive Feedback(LPF), Performance Appraisal(PA), Innovative Behavior(IB), Voice Behavior(VB), Job Autonomy(JA).</p>

The Impact of Directive Leadership on Innovative Work Behavior: The Mediation Role of Continuance Commitment

Introduction/Main Objectives: The aim of this study is to test the effect of directive leadership and continuance commitment on innovative work behavior while also explaining the mediating role of continuance commit­ment and the effect of directive leadership on innovative work behavior. Background Problems: Managing innovative employee behavior is an integral component of sustainable organizational development. Innova­tive work behavior (IWB) is very important for improving organizational performance. Many studies have identified the antecedent factors of IWB. Novelty: The novelty of this research is finding a new concept of innova­tive work behavior, through the combination of the mediation construct of continuance commitment, further established under the terms of "The Improvement Model of Innovative Work Behavior based on Directive Leadership through Integration Strategy by Continuance Commitment." Research Methods: This research’s design is hypothesis testing research and the type of research design it uses is survey research (non-experi­men­tal). This study uses the indicators from only one dimension of leadership and one organizational commitment category, so there are some empirical gaps between this and the results of previous studies. The sample in this study was 120 civil servants from PPPPTK TK and PLB Bandung. In assessing the empirical model this study used partial least square structural equation modeling (PLS-SEM) analysis. Finding/ Results: The results of this study show that directive leadership has a positive and significant impact on continuance commitment, and conti­nuance commitment has a positive and significant influence on innova­tive work behavior. The effect of directed leadership on innovative work behavior is fully mediated by the continuance commitment, which is positively associated with innova­tive work behavior, but it is not signi­ficant. The influence of directive leadership on innovative work behavior is more favorable and significant as a result of the continuance commit­ment. Conclusion: This study concludes that directing leadership has an indirect effect on innovative work behavior through the mediating varia­ble of continuance commit­ment, implying that directive leadership might indirectly promote inno­vative behavior through the continuance commit­ment. The assumption is that if a leader is effective at directing staff, there will be an increase in employees’ continuance commitment, and if commitment improves, there will be an increase in innovative work behavior.

The Effect of Mindful Leadership on Employee Innovative Behavior: Evidence from the Healthcare Sectors in China.

In the health care system, it is increasingly apparent that employee innovative behavior improves the core competitiveness and resilience of organizations. Previous research has identified leadership behavior as a key predictor of employee innovative behavior. Following this logic and by integrating social information processing theory with existing research conclusions, we constructed a moderated mediation model to examine the mechanism by which mindful leadership influences employee innovative behavior. An empirical analysis of 361 questionnaires that were completed by employees from the healthcare sector in China shows that mindful leadership is positively and significantly correlated with employee innovative behavior. Creative process engagement was found to play a mediating role in this relationship. Moreover, creative self-efficacy positively moderated the relationship between mindful leadership and creative process engagement and moderated the mediating effect of creative process engagement on the relationship between mindful leadership and employee innovative behavior. That is, compared with employees with lower creative self-efficacy, employees with higher creative self-efficacy experienced a stronger indirect effect of mindful leadership on their innovative behavior. This study enriches the theoretical research on mindful leadership, clarifies the mechanism and boundary conditions of the effect of mindful leadership on employee innovative behavior, and provides theoretical support for organizational activities that stimulate and guide employee innovative behavior.

Factors Affecting the Innovative Behavior of Government Employees

This study examined organizational structure, culture, leadership, satisfaction, and Information and Communication Technology (ICT) adoption to predict employee innovation. This study used a survey data collection method and a purposive sampling technique of respondents who did innovative behavior in realizing good governance and providing public services. The questions were created using a Likert scale. Structural Equation Model-Partial Least Square (SEM-PLS) examined the data to determine its validity and reliability and test hypotheses and regression. This study found that organizational structure, culture, and leadership positively and significantly influenced employees’ satisfaction, with p-values of 0.000, 0.000, and 0.010, respectively. Moreover, employees’ satisfaction and ICT adoption also positively and significantly influenced employees’ innovation. Organizational structure, organizational culture, and leadership had a substantial impact on employees' satisfaction (R-square = 0.865), and employees’ satisfaction and ICT adoption substantially impacted employees' innovation (R-square = 0.887). The limitations and implications of this study are evaluated.

How to stimulate employees' innovative behavior: Internal social capital, workplace friendship and innovative identity.

With the digital transformation of the economy and the rise of community innovation, how stimulating employees’ innovative behavior (EIB) becomes the basis for building sustainable competitive advantage in organizations. However, research has yet to systematically investigate the effect of internal social capital (ISC) on EIB. Based on social identity theory and resource conservation theory, this paper constructs a model to explain the mediating role of II between ISC and EIB and the moderating role of workplace friendship (WF). Using SPSS 27 and Amos 24 to analyze the data of 284 questionnaires, the results show that (1) ISC has a positive effect on EIB, (2) II plays a partial mediating effect in the relationship between ISC and EIB, and (3) WF has a positive moderating effect on the relationship between ISC and EIB. The conclusion provides management insight and practical guidance for creating an internal organizational climate to promote EIBs.

Work-related use of information and communication technologies after-hours (W_ICTs) and employee innovation behavior: a dual-path model

PurposeThe current study aims to identify work-related use of information and communication technologies after-hours (W_ICTs) from passive and active perspectives and examine mechanisms and different effects of information and communication technologies on employee innovation behavior.Design/methodology/approachExperience sampling method (ESM) was employed to capture dynamic within-person variance in daily-behaviors and daily-mood. In total, 92 employees completed an identical online survey each day for ten workdays.FindingsThe findings showed that the influence patterns and mechanisms of passive and active W_ICTs were utterly different. Passive W_ICTs was negatively associated with employee innovation behavior via emotional exhaustion, while active W_ICTs was positively associated with employee innovation behavior through perceived insider status. Furthermore, differential leadership significantly narrowed the positive relationship between passive W_ICTs and emotional exhaustion. However, differential leadership did not significantly moderate the relationship between active W_ICTs and perceived insider status.Originality/valueThis study is an important step forward in dividing W_ICTs into passive and active W_ICTs and discovers a dual path of two types of W_ICTs on employee innovation behavior. Findings of this study have heuristic value for future research.

Exploration on the Role of Transformational Leadership Linkage Psychological Empowerment in Stimulating Employees' Innovation Behavior in an Uncertain Environment: Based on Entrepreneurship Perspective.

Employee Innovative Behavior (EIB) in a stable environment is often based on the company's planned policy orientation and has higher innovation performance under the transactional leadership behavior characterized by task orientation. In an uncertain environment, transformational corporate leadership behaviors will stimulate EIB. The essence of entrepreneurship is innovation. Enterprises provide employees with spiritual support through entrepreneurship, which can generate more effective long-term incentives for employees. From the perspective of entrepreneurship, based on the Uncertainty-Identity Theory (UIT), through the analysis of 287 pairs of valid sample data from 7 companies, it is found that Environmental Uncertainty (EU) has a positive moderating effect on the relationship between Transformational Leadership (TL) and Psychological Empowerment (PE). PE positively promotes EIB. The indirect effect size of PE is 0.2221, 0.3495, and 0.4450 from low to high, respectively. It is inferred that the interaction between TL and EU can positively promote EIB through the mediating effect of PE. The research conclusions expand the boundary conditions of the relationship between TL and EIB and innovatively provide theoretical guidance for the management of EIB from the perspective of entrepreneurship in an uncertain environment.

Join forces from top and bottom: The influencial mechanism of job crafting, high-performance work system on employee innovation behavior

Join forces from top and bottom: The influencial mechanism of job crafting, high-performance work system on employee innovation behavior

Exploring the relationship between core self-evaluation and employee innovative behaviour: The role of emotional factors

This study sought to examine the roles of emotional factors of trait emotional intelligence and emotional exhaustion in the relationship between employee core self-evaluations and employee innovative behaviour. Data were from a sample of 299 employees of three manufacturing companies in China (female = 45.80%; mean age = 34.81 years, SD = 7.10). Bootstrapping analyses showed that employee core self-evaluations was positively associated with innovative behaviour. Employee trait emotional intelligence mediated the relationship between employee core self-evaluations and their innovative behaviour, boosting innovation behaviour scores. Emotional exhaustion lessened the direct relationship of trait emotional intelligence with innovative behaviour. In addition, emotional exhaustion indirectly reduced the relationship between employee core self-evaluations and innovative behaviour, through trait emotional intelligence. These findings imply a need for emotional exhaustion reduction interventions for employees to increase their work innovation potential across the trait emotional intelligence continuum.