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

Abstract

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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