Towards teacher innovative work behavior: A conceptual model

Hosseini, Soheila; Shirazi, Zahra Rastegar Haghighi

doi:10.1080/2331186x.2020.1869364

Cited by 34 publications

(37 citation statements)

References 94 publications

(90 reference statements)

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“…When employees feel enthusiastic, they are more likely to implement creative ideas (Hon, 2012). Study results illustrate that WE influences IWB (Hosseini and Haghighi Shirazi, 2021). This study revisited the model of a formulation specific to the WE and IWB context.…”

Section: Introductionmentioning

confidence: 94%

The mediating effect of work engagement on innovative work behavior and the role of psychological well-being in the job demands–resources (JD-R) model

Koroglu

ÖZMEN

2021

APJBA

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PurposeThis study revisits the role of work engagement (WE) on innovative work behavior (IWB) in conjunction with the job demands–resources (JD-R) model, specifically examining its mediating role between antecedent variables of psychological well-being (PWB), interpersonal conflict (IPC) and perceived organizational support (POS).Design/methodology/approachThe study was conducted within five different sectors and 416 work settings in Turkey. A cross-sectional, correlational research design was used, and structural equation modeling (SEM) was applied to test the mediating effect of WE.FindingsThe results of the SEM provided partial support for eight hypotheses. The results of this study demonstrate a positive relationship between PWB, POS, WE and IWB. This indicates that resources are vital in increasing both WE and IWB. As expected, the correlation of IPC and IWB resulted in a negative relationship. The findings demonstrate a positive relationship between PWB and WE and IWB.Research limitations/implicationsExtending the model, future research could incorporate the antecedents as mediators and utilize them to further explore the mechanisms of employee engagement (EE) and the IWB link. It would also be beneficial to include other variables such as personal differences, trust, personal environment fit, fairness in the workplace, recognition and organizational culture and employee value proposition as moderators of EE and IWB.Practical implicationsThe findings offer the suggestion of few practical applications such as the need to encourage organizations to enhance PWB to foster positive feelings in the work environment. This includes increasing employees' effort and dedication by utilizing POS in the workplace and considering employee's well-being. Additionally, EE should be an important organizational strategy to positively influence employee creativity within the workplace.Social implicationsThis research was conducted within the Turkish business context; it would be worthwhile to validate the findings of this study in a multicultural context that did not share similar basic characteristics as those in Turkey. There could be a comparative study of EE between Turkey and other countries as a cross-cultural investigation.Originality/valueThe results of data analysis have revealed an enhanced understanding of the role of the mediation effect of WE on IWBs. This study also expands the concept that psychological well-being can enhance WE, which in turn corresponds to more IWB in the context of the JD-R model. The findings indicate that in order to better comprehend its function, IPC needs to be further examined with other antecedents.

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Section: Introductionmentioning

confidence: 94%

The mediating effect of work engagement on innovative work behavior and the role of psychological well-being in the job demands–resources (JD-R) model

Koroglu

ÖZMEN

2021

APJBA

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“…Such as, it has been considered to be a critical part for firm’s to remain competitive in the global market (Montani et al , 2017), enhancing service quality and meeting customers’ expectations (Luoh et al , 2014). Given the multiple benefits, scholars in different sectors such as knowledge intensive industries (Afsar and Rehman, 2015), education sector (Hosseini and Haghighi Shirazi, 2021), defence organizations (Caniels and Veld, 2016), multinational companies (Usmanova et al , 2020), education sector (Runhaar et al , 2016) and hospitality (Jan and Zainal, 2020) have investigated the various factors that can enhance IWB.…”

Section: Literature Reviewmentioning

confidence: 99%

Enhancing innovative work behaviour: the role of servant leadership and creative self-efficacy

Jan

Zainal

Lata

2021

OTH

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Purpose The purpose of this paper is to explore the influence of an emerging and idealized leadership style in hospitality research such as servant leadership on employees’ innovative work behavior (IWB) via creative self-efficacy. This study also aims to investigate the moderating role of knowledge sharing between creative self-efficacy and IWB. Design/methodology/approach Data were collected from employees working in four- and five-star hotels in Pakistan. Partial least square-structural equation modeling via Smart PLS was used for data analysis. Findings Findings of the study reported the significant mediating effect of creative self-efficacy beliefs between servant leadership and IWB. Furthermore, the relationship between creative self-efficacy and IWB was strengthened to the extent that knowledge sharing among employees in the hotel firms was high. Practical implications Practitioners looking to enhance creative self-efficacy and IWB can do so by developing the servant leadership qualities of managers. Originality/value This paper contributes to the literature by showing creative self-efficacy as a crucial mediating mechanism through which servant leadership enhances employees’ IWB in the hospitality industry. Moreover, the findings add understanding in the body of knowledge that knowledge sharing among members in hospitality firms play boundary condition in the creative self-efficacy-IWB linkage.

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“…Moreover, (Mielniczuk & Laguna, 2020) asserted that innovative behaviour could pose an extreme challenge for employees because of the inherent high probability of failure, which in turn decreases their self-efficacy and reduces job performance. However, according to (Hosseini & Shirazi, 2021) when management encourages and gets employees involved in innovative activities, innovative behaviour would be ignited, and self-efficacy of the employee kindled (Mielniczuk and Laguna, 2020;Bandura, 1997), which will lead to more excellent job performance (Kanapathipillai, 2021;Suryani et al, 2019;Abdullah et al, 2019). According to these findings, a conclusion can be drawn based on the Social Cognitive Theory (Robbins & Timothy, 2013;Bandura, 1999) that innovative behaviour acts as an intervening factor between self-efficacy and job performance.…”

Section: The Mediating Role Of Innovative Behaviour Between Self-efficacy and Job Performancementioning

confidence: 99%

The Influence of Self-Efficacy on Job Performance of Employees in the Online Retail Sector in Malaysia – The Mediating Effect of Innovative Behaviour

Kanapathipillai¹,

Shaari²,

Mahbob³

2021

EJHRMS

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Fundamentally, all employees can recognise the objectives they want to achieve and plan changes they want to implement in an organisation to attain better job performance. However, most employees also understand that commissioning these plans into reality is not easy. Psychologists have identified that workers' self-efficacy plays a significant role in tackling tasks and challenges in organisations. This research illuminates current situations regarding the significance of self-efficacy on employees' job performance in the online retail sector in Malaysia. A total of 511 employees attached to the online retail sector provided the data for this research. Additionally, in-depth literature was assessed, revealing the relationship between self-efficacy, innovative behaviour, and job performance. Moreover, the intervening effect of innovative behaviour on the relationship between self-efficacy and employees' job performance was also investigated to verify the research hypothesis. The findings of this research established a statistically significant relationship between self-efficacy and innovative behaviour as well as employees' job performance. Conclusively, the hypothesis is supported by data and illustrated that innovative behaviour statistically mediates the relationship between self-efficacy and employees' job performance in the online retail sector in Malaysia. This study also validates that employees who have high self-efficacy are willing to embrace innovative behaviour, which then leads to enhanced job performance. In conclusion, self-efficacy with the intervention of innovative behaviour can heighten the employees' job performance in the online retail sector in Malaysia. Article visualizations:<img src="/-counters-/edu_01/0899/a.php" alt="Hit counter" />

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Towards teacher innovative work behavior: A conceptual model

Cited by 34 publications

References 94 publications

The mediating effect of work engagement on innovative work behavior and the role of psychological well-being in the job demands–resources (JD-R) model

The mediating effect of work engagement on innovative work behavior and the role of psychological well-being in the job demands–resources (JD-R) model

Enhancing innovative work behaviour: the role of servant leadership and creative self-efficacy

The Influence of Self-Efficacy on Job Performance of Employees in the Online Retail Sector in Malaysia – The Mediating Effect of Innovative Behaviour

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