The Influence Of Workplace Happiness Towards Innovative Behavior And Affective Commitment Among The Teachers In Northern Peninsular Malaysia

2016 ◽  
Author(s):  
Abdul Ghani Kanesan Abdullah ◽  
◽  
Ying-Leh Ling ◽  
Chen Siew Ping ◽  
Zawiyah Bt Yusoff ◽  
...  
Keyword(s):  
Affective Commitment ◽  
Peninsular Malaysia ◽  
Innovative Behavior ◽  
Workplace Happiness

Entrepreneurial leadership and employee innovative behavior: an examination through multiple theoretical lenses

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Amjad Iqbal ◽  
Tahira Nazir ◽  
Muhammad Shakil Ahmad
Keyword(s):  
Self Efficacy ◽  
Affective Commitment ◽  
Psychological Safety ◽  
Equation Modeling ◽  
High Tech ◽  
Entrepreneurial Leadership ◽  
Innovative Behavior ◽  
Content Type ◽  
Creative Self

PurposeThe purpose of this research is to determine the relationship between entrepreneurial leadership and employee innovative behavior and examine mediating role of affective commitment, creative self-efficacy and psychological safety in this relationship.Design/methodology/approachUsing cross-sectional research design, data were collected from 343 employees of information technology (IT) service firms in Pakistan. Partial least squares–structural equation modeling (PLS-SEM) technique was applied to test the proposed research model.FindingsThe findings reveal that entrepreneurial leadership is strongly and positively related to employee innovative behavior. Moreover, affective commitment, creative self-efficacy and psychological safety simultaneously mediate this relationship.Practical implicationsThis study uncovers the important role of entrepreneurial leadership in driving employee innovative behavior in high-tech services industry. Findings of this study suggest that by practicing entrepreneurial behaviors, managers can enhance employees' affective commitment, creative self-efficacy and psychological safety, which invoke employees to demonstrate innovative behavior leading toward improved innovation performance at organizational level.Originality/valueThis research makes novel contribution to entrepreneurial leadership theory by using competing theoretical perspectives and subsequently providing more nuanced picture of the contrasting mechanisms that transmit the impact of entrepreneurial leadership on employee innovative behavior.

How organization justice and perceived organizational support facilitate employees’ innovative behavior at work

2019 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sajjad Nazir ◽  
Amina Shafi ◽  
Mian Muhammad Atif ◽  
Wang Qun ◽  
Syed Muhammad Abdullah
Keyword(s):  
Organizational Justice ◽  
Organizational Support ◽  
Affective Commitment ◽  
Perceived Organizational Support ◽  
Interactional Justice ◽  
Organization Culture ◽  
Equation Modeling ◽  
Future Research ◽  
Innovative Behavior ◽  
Content Type

Purpose The purpose of this paper is to analyze the relationships among organizational justice, innovative organization culture, perceived organizational support (POS), affective commitment and innovative behavior (IB). The mediating role of POS is tested within the relationship of justice dimensions, affective commitment and IB. Design/methodology/approach Data for this research were collected from 367 managerial and executive employees working in manufacturing and IT sector firms in Pakistan. Structural equation modeling was utilized to test hypothesized relationships. Findings Results indicate that organizational justice (distributive, procedural and interactional justice), innovative organization culture and POS are significantly related to affective commitment and employees’ IB. The findings also showed that organizational justice stimulates employees’ affective commitment and IB through mediating POS as well as directly. Research limitations/implications The main limitation of this study is its cross-sectional design and self-reported questionnaire data. This study is also limited to manufacturing and IT sector in Pakistan. Therefore, other sectors and geographical locations could be chosen for future research using a bigger sample size. Originality/value This study makes important theoretical contributions using social exchange theory. It also expands the research in the area of organizational justice dimensions, organizational culture and POS as antecedents of affective commitment and IB. This study is an exceptional investigation of justice, organization culture, POS, commitment and IB in the Pakistan cultural context.

Determinants of frontline employee service innovative behavior

2019 ◽  
Vol 42 (9) ◽  
pp. 1076-1094 ◽  
Author(s):  
Mohd A. Al-Hawari ◽  
Shaker Bani-Melhem ◽  
Faridahwati Mohd Shamsudin
Keyword(s):  
Positive Psychology ◽  
Work Engagement ◽  
Service Sector ◽  
Service Climate ◽  
Frontline Employees ◽  
Innovative Behavior ◽  
Content Type ◽  
Factors Affecting ◽  
Workplace Happiness ◽  
The Relationship

Purpose The purpose of this study is to examine the influence of workplace happiness and work engagement on employee service innovative behavior from the perspective of positive psychology. The study also examines if work engagement mediates the relationship between workplace happiness and employee service innovative behavior. Finally, it investigates how co-worker socializing and the service climate of the organization moderate the relationship between work engagement and employee service innovative behavior. Design/methodology/approach The study used survey data from 321 frontline employees working in the service sector in the United Arab Emirates (UAE). Six major hypotheses were established and examined using the SPSS Statistics V22.0 Process. The measurement model was analyzed using Amos 22. Findings Workplace happiness and work engagement are found to be important factors affecting employee service innovative behavior. Workplace happiness influences employee service innovative behavior directly and indirectly through work engagement. Both service climate and co-worker socializing play a significant moderating role in the relationship between work engagement and employee service innovative behavior among frontline employees. Interestingly, service climate erodes this relationship while co-worker socializing enhances it. Practical implications This study provides guidelines for managers and practitioners in the service industry to promote frontline employee service innovative behavior. Specifically, the findings provide guidance for decision-makers on how to use workplace happiness to trigger the innovative service behaviors of frontline employees, taking into consideration the conditional role of service climate and co-worker socializing. Originality/value The literature on factors affecting the service innovative behavior of frontline employees in the service sector from the perspective of positive psychology is limited, especially in the context of the UAE. The data, framework and outcomes of this research address this gap and contribute to the current body of knowledge. Specifically, the study contributes to the broaden-and-build theory of positive emotions in the field of positive psychology by validating the applicability of the theory in a wider organizational context.

Surviving downsizing and innovative behaviors: a matter of organizational commitment

2014 ◽  
Vol 35 (7) ◽  
pp. 930-955 ◽  
Author(s):  
Tânia Marques ◽  
Jesús Galende ◽  
Pedro Cruz ◽  
Manuel Portugal Ferreira
Keyword(s):  
Organizational Commitment ◽  
Affective Commitment ◽  
Job Insecurity ◽  
Multinational Firm ◽  
Perceived Threat ◽  
Innovative Behavior ◽  
Content Type ◽  
Track Record ◽  
Competitive Capabilities ◽  
Knowledge Intensive

Purpose – The purpose of this paper is to analyse the simultaneous effects of perceived job insecurity and organizational commitment on the innovative behavior of workers in an announced downsizing environment. Design/methodology/approach – The authors suggest and empirically test a model using the case of a firm, an innovative high technology firm, in a downsizing process. Findings – The results show an indirect effect of job insecurity on innovative behavior, through organizational commitment. Research limitations/implications – First, the paper only examined one firm. Although the firm is a large multinational firm it may have a specific organizational culture and a track record that generates some idiosyncratic feelings in face of downsizing. Second, the context of knowledge-intensive firms limits the scope of the study, although it is reasonable to suggest that these firms are more dependent on employees’ innovative efforts for competitive advantage. Practical implications – This study is a contribution to the HRM practitioners in a tense and delicate worldwide restructuring situation. The outcomes experienced by those who remain – the survivors – are important for the future competitive capabilities of firms post-downsizing. Social implications – Thus, it seems that organizational commitment directly and positively determines workers’ innovative behavior and that organizational commitment is impacted by job insecurity in an announced downsizing environment. It is, essentially, an affective commitment and job insecurity is more affected by a perceived threat to one’s total job. Originality/value – A downsizing strategy warrants that the full impact on firms’ ability to innovate be assessed.

How and when team reflexivity influences employee innovative behavior

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zhining Wang ◽  
Tao Cui ◽  
Shaohan Cai
Keyword(s):  
Affective Commitment ◽  
Normative Commitment ◽  
Innovative Behavior ◽  
Moderating Effects ◽  
Mediating Effects ◽  
Content Type ◽  
Personal Lives ◽  
Benevolent Leadership ◽  
The Relationship

PurposeBased on affective events theory, this study explores the cross-level effect of team reflexivity on employee innovative behaviors. Specifically, the authors examine the mediating effects of affective and normative commitment on this relationship, as well as the moderating effects of benevolent leadership.Design/methodology/approachThe authors surveyed 341 employees and their direct supervisors in 74 work units and utilized multilevel path analysis to test a model of cross-level moderated mediation.FindingsThe study analysis results suggest that team reflexivity significantly contributes to employee innovative behavior. Both affective commitment and normative commitment mediate this relationship. Benevolent leadership not only enhances the relationship between team reflexivity and affective/normative commitment, but also reinforces the linkage of team reflexivity→affective commitment→employee innovative behavior.Practical implicationsThe current study suggests that organizations should invest more in promoting team reflexivity and benevolent leadership in workplace. Furthermore, managers need to develop appropriate employees training programs and pay more attention to employees' work and personal lives. They need to make efforts to enhance employees' affective and normative commitment, thereby facilitating their innovative behavior.Originality/valueThis research identifies affective commitment and normative commitment as key mediators that link team reflexivity to employee innovative behavior and reveals the moderating role of benevolent leadership in the process.

Workplace Happiness, Transformational Leadership and Affective Commitment

2017 ◽  
Vol 23 (4) ◽  
pp. 2872-2875 ◽  
Author(s):  
Abdul Ghani Kanesan Abdullah ◽  
Ying-Leh Ling ◽  
Chen Siew Ping
Keyword(s):  
Transformational Leadership ◽  
Affective Commitment ◽  
Workplace Happiness

scholarly journals Understanding Three Components of Organizational Commitment in Workgroups and their Relationships with Innovative Behavior

2019 ◽  
Vol 8 (12) ◽  
pp. 563-568
Keyword(s):  
Organizational Commitment ◽  
Structural Equation ◽  
Affective Commitment ◽  
Empirical Test ◽  
Social Loafing ◽  
Normative Commitment ◽  
Innovative Behavior ◽  
Continuance Commitment ◽  
Mediating Role ◽  
Three Components

Objectives: In the age that requires much focus on the creativity and destructive innovation, team or group-based work environments are prevalent and it is increasingly important for organizations to find and nurture innovative employees who attached to the organizations. In this study, we empirically tested a causal model to foresee innovative behavior consolidating the literatures on organizational commitment and social loafing. Method: With 435 samples collected from employees currently working in various industries in Korea, an empirical test was implemented using SPSS 23 and LISREL 8.54 statistical software package. CFA, a step-wise hierarchical regression, and bootstrapping for medication effect analysis were conducted for hypothesis tests. Results: Results from SPSS and structural equation modelling (SEM) using LIREL revealed that affective commitment was significantly and negatively related to social loafing, whereas normative commitment and continuance commitment were positively related to social loafing. And social loafing had a significantly and negatively effect on innovative behavior and social loafing played a partial mediating role on the relations between the subscales of organizational commitment and innovative behavior. Conclusion: This study provides findings that those who emotionally attached to organization (affective commitment) were more likely not to be involved in social loafing behavior in workgroup settings, whereas those who have obligation to remain with the organization (normative commitment) and who were sensitive to the perceived costs associated with leaving organization (continuance commitment) were more likely to pay less efforts when working collectively than when working individually. And social loafing had a significant and negative effect on innovative behavior and played a mediating role in the relations between the three components of organizational commitment and innovative behavior. Given the findings from the current study, managers and management are recommended to pay more attentions to these differential effects of individual employees’ commitment type on workgroup and innovative behavior, and to pay further attempts finding initiatives to minimize social loafing behaviors, which in turn give adverse effects on innovative behavior

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