Work Behavior Research Articles

My manager endorsed my coworkers' voice: Understanding observers' positive and negative reactions to managerial endorsement of coworker voice.

Research on managerial voice endorsement has primarily focused on the processes and conditions through which voicers receive their managers' endorsement. We shift this focus away from the voicers, focusing instead on the dual reactions that endorsement generates for observing employees. Drawing from an approach-avoidance framework, we propose that managerial endorsement of coworker voice could be perceived as a positive and negative stimulus for observers, prompting them to approach opportunities and avoid threats, respectively. Results from a preregistered experiment and a multiwave, multisource field study revealed that managerial endorsement of coworker voice was positively related to observers' voice instrumentality, thus prompting them to engage in approach behaviors (i.e., voice). We also found that managerial endorsement of coworker voice was positively related to observers' voice threat, triggering avoidant behaviors (i.e., avoidance-oriented counterproductive work behaviors). Further, we found that the avoidant reactions more pronounced for observers with higher (vs. lower) neuroticism. Overall, our research extends theory by demonstrating the rippling effects that voice endorsement can ignite throughout the workgroup. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Fostering Innovative Work Behavior to Improve Organizational Performance

Fostering Innovative Work Behavior to Improve Organizational Performance

Leaders’ Performance Goals and Employees’ Counterproductive Work Behavior

Leaders’ Performance Goals and Employees’ Counterproductive Work Behavior

Teachers’ autonomy and innovative work behavior: the mediating role of schools’ innovation climate

Teachers’ autonomy and innovative work behavior: the mediating role of schools’ innovation climate

Responsible Leadership and Employees’ Innovative Work Behavior: A Moderated-Mediation Analysis

Responsible Leadership and Employees’ Innovative Work Behavior: A Moderated-Mediation Analysis

A Workgroup Examination of Perceived Overqualification and Counterproductive Work Behaviors

A Workgroup Examination of Perceived Overqualification and Counterproductive Work Behaviors

Unveiling Sustainable Innovative Work Behavior: Scale Development & Microfoundations Investigation

Unveiling Sustainable Innovative Work Behavior: Scale Development & Microfoundations Investigation

The Role of Personal Resources on Managers’ Innovative Work Behavior

The Role of Personal Resources on Managers’ Innovative Work Behavior

The Influence of Leader Perfectionism on Employee Work Rumination and Subsequent Work Behaviors

The Influence of Leader Perfectionism on Employee Work Rumination and Subsequent Work Behaviors

Fostering Innovative Work Behavior through Job Autonomy and Employee Work Passion: Moderating Role of Communication Climate

In today's rapidly evolving business landscape, employees' innovative work behavior (IWB) stands out as a fundamental factor in organizational success. Despite its critical importance, there remains a gap in understanding and measuring IWB, particularly within the branch of research and development (R&D) organizations. This study seeks to address this gap by exploring the relationships between communication climate, job autonomy, employee work passion, and innovative work behavior among employees in Malaysian R&D organizations through a sample of 325 respondents. By using a quantitative approach, this research utilized surveys to collect data from employees working within Malaysian R&D organizations. The sample was carefully selected to cover various sectors within R&D. The data collection process relied on the Innovative Work Behavior (IWB) scale. The analysis of the survey findings uncovers relationships between communication climate, job autonomy, work passion, and innovative work behavior within Malaysian R&D contexts. The research reveals significant correlations among these variables, offering valuable insights into the factors influencing employees' inclination toward innovation. This study holds substantial implications for both scholars and practitioners in the fields of organizational behavior and management. By explaining the drivers of innovative work behavior within R&D organizations, this research provides actionable insights for nurturing a culture of innovation and enhancing organizational effectiveness.

Workplace Belongingness and Management Support as Prerequisites for Innovative Work Behavior

Workplace Belongingness and Management Support as Prerequisites for Innovative Work Behavior

Gender, emotional support and innovative behavior: psychological capital as a mediator

PurposeThis paper explores the direct and indirect effects of family emotional, social and organizational support on Innovative Work Behavior (IWB) through psychological capital (Psy.Cap).Design/methodology/approachSelected by conducting stratified random sampling techniques, 397 employees completed a questionnaire. We used structural equation modeling and multi-group testing by Smart-PLS3 to analyze the data.FindingsFindings reveal that all sources of social-emotional support, including family, supervisor and co-worker support, positively affect Psy.Cap. Moreover, Psy.Cap mediates the effect of family, co-workers and supervisors' emotional support on IWB. The multi-group analysis indicates that all relationships in the model are significant for both groups of males and females; however, there are no significant differences in the link between organizational support and psychological capital, as well as family and co-worker support and innovative work behavior between males and females. The study's results demonstrate the significantly higher impact of family emotional support – Psy.Cap and supervisor support on IWB amongst females compared to their male counterparts.Originality/valueThe implications of this research highlight the importance of considering affective factors on employees’ IWB, as well as the differences between genders in this regard.

The Motivational Mechanisms of Employee Proactive Work Behavior: Evidences from Meta-Analysis

The Motivational Mechanisms of Employee Proactive Work Behavior: Evidences from Meta-Analysis

The perceived influence of Christian leadership competencies during COVID-19

Purpose: Surviving the coronavirus disease 2019 (COVID-19) pandemic required much of leaders. It highlighted the complexities of faith in the workplace. Christian business leaders drew on their faith to influence employees’ work intentions and behaviours through specific leadership competencies. This study aimed to gain insights into the leadership competencies of Christian leaders during COVID-19 and its perceived influence on colleagues’ values and workplace behaviour through the leaders’ integration of faith and work.Design/methodology/approach: The study used a qualitative, grounded theory approach with semi-structured interviews to collect data. Participants (N = 14) were full-time Christian leaders selected through purposeful, convenient, and snowball sampling.Findings/results: The findings indicated that Christian business leaders exhibited distinctive leadership competencies attributed to their faith. These competencies allowed them to express their beliefs to co-workers in ways that surpassed verbal communication.Practical implications: Organisations should consider implementing leadership development programmes focusing on integrating faith and values into leadership practices. Providing Christian leaders with tools and resources to align their leadership approach with their spiritual beliefs can enhance their ability to create a positive and ethical workplace culture.Contribution/value-add: Although no study has directly explored religion’s role in dealing with pandemics, understanding the impact of beliefs such as Christian religiosity on work can complement management and organisational practices. The findings contribute to leadership studies by laying the groundwork for future investigation into the role of faith integration in leadership behaviours and outcomes.

Employees’ attitudinal reactions to supervisors’ weekly taking charge behavior: the moderating role of employees’ proactive personality

PurposeResearchers have studied supervisors’ proactive personality in its relationship with employees’ attitudes. However, little attention has been given to how employees react to instances of supervisors’ proactive behavior. Drawing from P-E fit theory, we propose that the relationship between supervisor weekly taking charge behavior (TCB, the quintessential proactive behavior) and employees’ weekly job attitudes depends on employees’ proactive personality.Design/methodology/approachUtilizing a diary study, we investigate how employees’ proactive personality moderates the within-person relationship between supervisor TCB and employees’ attitudes (measured as job satisfaction and affective commitment). We surveyed 39 employees ten times over ten weeks.FindingsMulti-level analyses partially supported our predictions on the differential effects of weekly supervisor TCB on employees’ job attitudes. Supervisors’ above-average TCB was significantly related to higher levels of employees’ job satisfaction and marginally related to affective commitment for employees with high proactive personality, but not for those with low proactive personality. Supplemental analyses revealed that our results are unique to supervisor TCB and not to supervisor helping behavior.Originality/valueOur study is among the first to utilize a dynamic approach to understand the consequences of supervisors’ proactive work behavior in the context of P-E fit research. Our findings will open several fruitful avenues for future research that continue to understand the powerful effects of supervisors’ proactivity.

Transformational Leadership and Innovative Work Behavior: The Mediation-Moderation Model of Ambidextrous Culture

Transformational Leadership and Innovative Work Behavior: The Mediation-Moderation Model of Ambidextrous Culture

The influence of psychological capital on innovative work behavior in islamic bank employees x

Background: In the face of intense business competition, organizations need continuous innovation in technology and services to remain competitive. This study explores how psychological capital—including self-efficacy, optimism, hope, and resilience—influences innovative work behaviour in the Islamic banking sector in Indonesia. This study aims to look at the effect of psychological capital on innovative work behaviors in employees of Bank Syariah X. Method: The sample used in the study was 135 employees working at Bank Syariah X. Innovative Work Behavior was measured using Innovative Work Behavior Indonesia version (2014). Psychological capital was measured using Psychological capital Questionnaire-24 (PCQ-24) (2007) with reliability coefficient 0.87. Findings: The results showed that there are two components of psychological capital that significantly influence the behavior of innovative work, namely self efficacy (β = .33, R2 = .21, p = .00) and hope (β = .21, R2 = .03, p = .00). Conclusion: This suggests that the components of self efficacy was the biggest influence on the innovative work behavior among employees who work at the Bank Syariah X. Novelty/Originality of this study: This research framework provides practical and measurable strategies that can be implemented by HR managers in the Islamic banking sector to drive innovation, improve employee performance, and ultimately enhance organizational competitiveness in the dynamic financial industry.

Relationship between learning agility and innovative work behavior among undergraduate student of University of Indonesia

Background: Previous research has shown that university graduates in Indonesia face significant skill gap and behind from any country, spesifically among ASEAN countries, in term of innovation ability. Innovative ability can be developed for university students with the right variables. Thus, it might help student to focus on their self-development. Method: Quantitative and correlational research conducted to know how learning agility might related to innovative work behavior. Innovative Work Behavioral Scale developed by Janssen (2000) and Learning Agility Assessment Scale, developed and published by Gravett and Caldwell (2016), were used in study. Both scales were adapted and translated so they would fit with the undergraduates’ context. Result: In result, 539 of minimum Second year/3rd semester University Indonesia students were chosen. The statistics analysis technique used for hypothesis testing was Pearson’s Correlation. The result showed that learning agility is positively correlated with the innovative work behavior, r(537) = 0,61, p < 0,001. Conclusion: After this study, the result might be used as one of the references for university to develop program where student could develop their learning agility and become more innovative. Novelty/Originality of this study: This study reveals a significant relationship between learning agility and innovative work behaviour among Indonesian students, providing new insights into developing innovation capabilities at the higher education level. The findings offer an empirical basis for universities to design programs that enhance graduate competitiveness in the ASEAN context.

Determining the Best Work Behaviour of the Laboratory Head Using The Technique For Order Of Preference By Similarity To The Ideal Solution

Vocational education is in high demand because it prepares students to be job-ready. In learning, it is more about work practices, internships, and in the laboratory than theory in class. Therefore, the existence of laboratories is essential in vocational schools. The research was conducted at the maritime school of SMK Putera Samodra, Yogyakarta, Indonesia, using the quantitative approach of the TOPSIS method to determine the best work behaviour performance from the head of the laboratory. Work behaviour assessment criteria include service orientation, integrity, commitment, discipline, and cooperation. According to the assessment results by the principal and 31 colleagues, the best work behaviour is that of the head of the merchant ship engineering laboratory. Overall, the best work behaviour analysis results can have a positive impact, such as recognition, improved leadership practices, and enhanced performance in all laboratories in vocational schools. Other potential implications of work behaviour research results for schools can be developing leadership with the best strategies, identifying areas for improvement, allocating more resources to laboratories, and the positive effects of leadership qualities on vocational schools.

Work drains them, family heals them: How and when interpersonal conflicts at work drive unsafe behavior in the high-risk industry?

Unsafe behaviors in high-risk industries are widely recognized as a major hazard, however, limited attention has been given to how and when interpersonal dynamics within organizations lead to the emergence of unsafe behavior by workers. Drawing from the theory of conservation of resources, this study examines the relationship between interpersonal conflict (between supervisors and coworkers) and unsafe behavior. A comprehensive theoretical framework is developed that demonstrates the mediating role of emotional exhaustion and the moderating role of family–work enrichment in the relationship between interpersonal conflict at work and unsafe behavior. Through an analysis of multi-wave data from 249 frontline miners in Chinese coal mines, a direct positive relationship is found between interpersonal conflicts with one’s supervisor and employees’ unsafe behavior. Emotional exhaustion was also found to play a mediating role in the relationship between interpersonal conflict with supervisors and coworkers and unsafe behavior. Meanwhile, family–work enrichment was found to buffer the positive relationship between interpersonal conflict and emotional exhaustion. These results support the existence of moderated mediation effects, with interpersonal conflict having an indirect effect on unsafe behavior through emotional exhaustion being present only in employees with a low level of family–work enrichment. The theoretical model demonstrates how and when interpersonal conflict drives unsafe behavior and provides guidance and practical implications for high-risk industries.