Does cyberloafing and person‐organization fit affect employee performance? The mediating role of innovative work behavior

Abstract

The aim of this study is to find out whether cyberloafing and person-organization fit has a positive effect on employee performance, and whether innovative work behavior plays a mediating role in this relationship. The study takes a quantitative approach using partial least squares structural equation modelling with data from 210 online questionnaires that were distributed to employees in the banking sector in Indonesia who had access to the internet at the workplace, and were allowed to use it for non-work activities (i.e., cyberloafing). The study shows a positive relationship between innovative work behavior, and both cyberloafing and person-organization fit. It also shows that innovative work behavior acts as a mediator between cyberloafing, person-organization fit, and employee performance. The study advances the management literature by showing how cyberloafing and person-organization fit influences employee performance through innovative work behavior, and provides new insights into the antecedents of cyberloafing. In addition, by clarifying the type of situations in which practitioners should adopt a positive or negative view towards cyberloafing, it provides guidance for those who wish to address the issue of cyberloafing and employee performance in their organization.

Perceived organizational support on employee performance: the mediating role of organization-based self-esteem

“…To evaluate the convergent validity, the factor loadings of each item were checked in the first stage. According to Rahman et al, (2022) loadings should be equal to, or greater than, 0.50. Specifically, all items with outer loadings were above 0.50 (Table 1).…”

“…Composite reliability (CR) was assessed to check the internal consistency in this study. Rahman et al, (2022) suggested the cut off value of 0.70 for CR. In this study, CR for all items ranged from 0.897 to 0.920, exceeding the recommended value of 0.7.…”

“…Article's contents are provided on a Attribution-Non Commercial 4.0 Creative commons license. To see the complete license contents, please visit http://creativecommons.org/licenses/by-nc/4.0/ According to Rahman et al, (2022), AVE represents the grand mean value of the squared loadings of the indicators related to the constructs of the study. The AVE value of 0.50 will show that 50% of the items give sufficient explanation about the construct that is enough (Rahman et al, 2022).…”

Ushering a new era of Global Business and Organizational Excellence: Taking a leaf out of recent trends in the new normal

“…To contribute potential solutions, two purposefully selected studies were included in the present issue to accompany Sutarto et al (2022). In particular, Mohammed et al (2022) emphasized the mediating role of mindfulness in enabling leadership dimensions to positively influence work outcomes, whereas Rahman et al (2022) highlighted that cyberloafing (e.g., browsing on social media and websites) has no direct effect on employee performance and that innovative work behavior could play a mediating role in enhancing the relationship between cyberloafing and employee performance. These studies show that employers do not need to worry about cyberloafing, provided that this is not a compulsive behavior, and that the focus should be on cultivating mindfulness among organizational leaders and innovative work behavior among employees in order to safeguard and strengthen work performance in the new normal.…”

Person-Organization Fit as determinant of Constructive Deviance Behavior: the mediating role of Psychological Ownership and the moderating role of Collectivist Orientation. A Conditional Process Analysis

“…For instance, increase in innovation (Hussain & Rehman, 2020) and creativity (Galperin, 2012;Gino &Wiltermuth, 2014;Krau, 2008;Pascale &Sternin, 2005) are reported as positive consequences of constructive deviance behaviors. Past literature has also discussed some antecedents of CDB such as Person-Organization fit (P-O fit) (Rahman et al, 2022;Ucar et al, 2021). P-O fit can be described as an integration and understanding that exists between the employee and the organization in order to make each of them fulfill the respective needs (Boon and Biron (2016).…”