How fairness perceptions make innovative behavior more or less stressful

Janssen, Onne

doi:10.1002/job.238

Cited by 426 publications

(411 citation statements)

References 66 publications

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“…And during this time, employees are a key factor in innovation process (Van de Ven, 1986). It consists of creating and implementing new perspectives and ideas (Janssen, 2004). Rather than just consisting generating new ideas and solutions for situations, innovation consists also implementing those ideas (Kanter, 1988).…”

Section: Innovative Behaviormentioning

confidence: 99%

The Relationship between Perceived Support and Innovative Behavior: Analyzing the Mediating Role of Work Engagement

Doğru

2018

isarder

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This study reconnoiters the relationship between perceived support and individual innovative behavior at the workplace built on Social Exchange Theory and Job Demands-Resources model. In this research, perceived support was measured via organizational, supervisor, peer support through a multilevel lens. Furthermore, the mediator role of work engagement was questioned in the link between perceived support and work engagement. To achieve these, data obtained from a total number of 203 employees in five different firms operating in two separate Technoparks located in Ankara, Turkey. According to the results, perceived support of organization, supervisor and peer have significant positive effects on innovative behavior. Among the dimensions, most important affect was recorded by perceived organizational support. Also, it was indicated that work engagement had a partial mediator effect on the relationship between perceived support and innovative behavior.

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Section: Innovative Behaviormentioning

confidence: 99%

The Relationship between Perceived Support and Innovative Behavior: Analyzing the Mediating Role of Work Engagement

Doğru

2018

isarder

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“…For examples, task domain expertise that comes with tenure may account for variance in innovative work behavior (Oldham & Cummings, 1996;Tierney & Farmer, 2004). Research also suggests that older workers who have been with a company for some time often are less innovative in their work because people tend to become set in their ways of doing things over time (Janssen, 2004). In addition, people with lower educational attainment may not have the cognitive capacity to Psychological Thought 2012, Vol.…”

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confidence: 99%

Role of Perceived Fair Interpersonal Treatment and Organization-Based Self-Esteem in Innovative Work Behavior in a Nigerian Bank

Ojedokun

2012

PSYCT

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The purpose of this study is to examine the role of perceived fair interpersonal treatment, organization-based self-esteem, and some demographic characteristics in innovative work behavior among employees of a Nigerian bank. Data were collected from a randomly selected sample of 185 employees through a structured questionnaire. Hierarchical multiple regression and One-Way Analysis of Variance were carried out to test hypotheses. The results reveal significant positive influence of perceived fair interpersonal treatment and organization-based self-esteem on innovative work behavior. Lastly, the results show significant effect of level of education on innovative work behavior. The findings suggest that perceived fair interpersonal treatment and organization-based self-esteem are important predictors of innovative work behavior. Therefore, organizations should focus on improving the levels of organizational based self-esteem among employees who scored low on this trait by providing more recognition and importance. They should also strive to ensure fair interpersonal treatment among employees in order to promote motivation to engage in innovative work behavior.Keywords: innovative work behavior, fair interpersonal treatment, organization-based self-esteem, service organization, NigeriaPsychological Thought, 2012, Vol. 5(2), 124-140, doi:10.5964/psyct.v5i2.33 Received: 2012-06-24. Accepted: 2012-07-16. Published: 2012 This is an open access article distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/3.0), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.Worldwide, the essential functions (provision of services and financial products) performed by banking institutions remained relatively constant. However, the operational, social, and structural challenges (e.g., recapitalization, mergers and acquisition, introduction of electronic banking, rapid technological change, competition from non-financial services institutions, and diverse needs, desires and wants of customers) confronting the Nigerian banks, suggest the necessity for innovative work behavior among their employees. The reason for this assertion is not far-fetched; individual innovative work behavior is crucial for increased business performance, organizational success and survival in the long term, particularly in dynamic markets (Utterback, 1994;Balkin, Markman, & Gomez-Mejia, 2000;Lyon & Ferrier, 2002). It has been noted (e.g., Janssen, 2001) that in coping with competition and uncertainty, organizations need employees who can perform beyond the fulfillment of formal job requirements when the set standard of work behaviors needs to be exceeded by engaging in innovative work behavior.This view emerged in the late 1980s/early 1990s, where people, not products serve as an innovative company's major asset (Van de Ven, 1986;Vrakking, 1990;Gupta & Singhal, 1993). The fact that actions of individual employees are of cruci...

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“…Based on previous studies, there were four demographic characteristics that significantly influence individual innovativeness. In particular, gender, age, job tenure and education level significantly associated with individual innovativeness (Janssen, 2000;2004;Zhou, Zhang & Montoro-Sanchez, 2011) thus were controlled in this study.…”

Section: Measurement and Operationalisation Of The Variablesmentioning

confidence: 99%

Regulation, Incentives and Government Policy: How Does it Stimulate R&D Engineers’ Innovative Behaviuors in Malaysian Biotechnology SMEs?

Sharom¹,

Cheng²,

Yahya³

2016

AAMJ

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How fairness perceptions make innovative behavior more or less stressful

Cited by 426 publications

References 66 publications

The Relationship between Perceived Support and Innovative Behavior: Analyzing the Mediating Role of Work Engagement

The Relationship between Perceived Support and Innovative Behavior: Analyzing the Mediating Role of Work Engagement

Role of Perceived Fair Interpersonal Treatment and Organization-Based Self-Esteem in Innovative Work Behavior in a Nigerian Bank

Regulation, Incentives and Government Policy: How Does it Stimulate R&D Engineers’ Innovative Behaviuors in Malaysian Biotechnology SMEs?

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