Importance of commitment in encouraging employees’ innovative behaviour

Abstract

Purpose – The extremely competitive and globalized business environment directs organizations to rely on human capital to be innovative. Committed employees are needed for organizations to foster innovative behaviors. The purpose of this paper is to examine the relationship between three forms of commitment and employees’ innovative behavior. Design/methodology/approach – Adopted questionnaire from previous studies were distributed among employees of Malaysian Small and Medium Enterprises. A total of 219 questionnaires were analyzed via partial least square. Findings – Statistical results revealed significant relationships between affective and normative commitment and employees’ innovative behavior. Originality/value – This study offers a theoretical contribution by adding an insight into the relationship between commitment and innovative behavior. The study also provides a practical guideline for managers of Malaysian SMEs who aim to increase innovative behavior among employees by considering their level of commitment.

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“…As can be seen, all three components of commitment have straightforward implications for staying with (or leaving) an organization, but beyond that, are conceptually quite different (Allen and Meyer, 1996). Research by Munene and Dul (1989) showed that normative commitment is not derived from education, pay or age, but refers to the feeling of mutual trust that establishes an obligation to stay with the organization (Hakimian et al, 2016). Normative commitment might also develop because of the "psychological contract" between an employee and the organization (Rousseau, 1995).…”

“…Meanwhile the second form commitment which is the continuance commitment shows the need by employees to stay with an organization because the cost of leaving is too great or the remuneration factor (Hakimian et al, 2016). Meyer and Allen (1997) revealed that employees with strong continuance commitment may not necessarily want to contribute to their employed organization.…”

“…Indeed, staying with the organization only because of the high cost of leaving may create feelings of frustration which lead to inappropriate behaviors. Since continued employment is essential for the employee to be with the organization, Meyer and Allen (1991) indicated a link between continuance commitment and on-the-job behavior (Hakimian et al, 2016). There is thus difficulty in "giving it up" and the unknown "opportunity cost" of leaving the organization or having few or no alternatives (Joolideh and Yeshodhara, 2009).…”

“…The first form is affective commitment which refers to identification with, involvement and emotional attachment to the organization (Hakimian et al, 2016). Employees that shows a strong affective commitment will continue to be a part of the organization because they are enthusiastically feel so.…”

“…In 1987, Meyer and Allen developed a commitment model, in three forms which are affective commitment, continuance commitment and normative commitment (Hakimian et al, 2016). The first form is affective commitment which refers to identification with, involvement and emotional attachment to the organization (Hakimian et al, 2016).…”