Managerial support and innovative work behaviour in B corps: Examining the effect of female employee work engagement and corporate reputation

2021 ◽  
pp. 1-23
Author(s):  
Francoise Contreras ◽  
Karla Soria-Barreto ◽  
Sergio Zuniga-Jara
Keyword(s):  
Work Engagement ◽  
Corporate Reputation ◽  
Female Employee ◽  
Managerial Support ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
Employee Work Engagement

Effect of employees’ work engagement and knowledge sharing as mediators of empowering leadership and innovative work behaviour

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Khahan Na-Nan ◽  
Apiwat Arunyaphum
Keyword(s):  
Knowledge Sharing ◽  
Work Engagement ◽  
Design Methodology ◽  
Empowering Leadership ◽  
Cross Sectional ◽  
Content Type ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
Cross Sectional Design ◽  
Practical Implications

Purpose The purpose of this paper is to explore the influences of work engagement and knowledge sharing as mediators of empowering leadership and innovative work behaviour. Design/methodology/approach A cross-sectional design study was used, and questionnaires were submitted to 385 engineers to test the proposed relationships. AMOS 21 and PROCESS macro 3.1 were used for statistical analysis. Findings The results revealed that work engagement and knowledge sharing were partially mediated by empowering leadership and innovative work behaviour. Practical implications The results of the study can be used by leaders for promoting and supporting innovative work behaviour in the organisation. Moreover, employees should be supported and enhanced to learn continuously under the consultation of the leaders. Originality/value The findings contribute to the literature on empowering leadership and innovative work behaviour by highlighting that work engagement and knowledge sharing act as mediators to empower leadership and enhance innovative work behaviour.

Linking justice, trust and innovative work behaviour to work engagement

2014 ◽  
Vol 43 (1) ◽  
pp. 41-73 ◽  
Author(s):  
Upasna A. Agarwal
Keyword(s):  
Procedural Justice ◽  
Social Exchange ◽  
Work Engagement ◽  
Psychological Contract ◽  
Interactional Justice ◽  
Western India ◽  
Content Type ◽  
Organisational Justice ◽  
Innovative Work ◽  
Innovative Work Behaviour

Purpose – The purpose of this paper is to examine the effects of contextual variables – organisational justice (procedural justice, interactional justice and psychological contract) and trust – on work engagement. Design/methodology/approach – The paper reports a quantitative study of 323 managers working in manufacturing and pharmaceutical organisations based in western India. Drawing from social exchange theory, this paper tests the mediating role of trust in the justice-engagement relationship. The paper also investigates the effect of work engagement on employees' innovative work behaviour. Findings – Results suggest that procedural justice, interactional justice and psychological contract fulfilment are positively related to work engagement with trust as the mediating element. Engagement significantly influences employees' innovative work behaviour Research limitations/implications – The data were collected cross-sectionally, which means that causal inferences must be made with caution. Moreover, the data were collected from a single source. Nevertheless, the findings have implications for contemporary leadership and organisational psychology research and practice in a novel geographic context. Originality/value – This study is one of the rare attempts to examine the influence of three justice variables and trust on work engagement. The study also contributes in terms of its context. With an increasing number of multinationals starting operations in India, an understanding of employee motivation has become an important concern. This research examines engagement levels of Indian managerial employees.

Examining perceived organizational politics among Indian managers

2016 ◽  
Vol 24 (3) ◽  
pp. 415-437 ◽  
Author(s):  
Upasna A. Agarwal
Keyword(s):  
Work Engagement ◽  
Turnover Intention ◽  
Organizational Politics ◽  
Work Outcomes ◽  
Full Time ◽  
Content Type ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
Managerial Employees

Purpose This paper aims to test the effects of perception of organizational politics (POPS) on work outcomes–work engagement, innovative work behaviour and turnover intention. Mediating role of work engagement and the moderating role of locus of control (LOC) on perceived organizational politics–outcome (innovative work behaviour and turnover intention) relationship was investigated. Design/methodology/approach Data were gathered from a sample of 302 full-time managerial employees in India. Results suggest that perceived organizational politics is significantly related to intention to quit and innovative work behaviour, and this relationship is partially mediated by work engagement. LOC moderates the organizational politics–work outcomes (work engagement and innovative work behaviour) relationship. Findings The current research demonstrates that availability of a work environment, where there are unfair decisions, nepotism and favoritism, is an impediment to engagement, innovative work behaviour and retention of managers. It behooves of top management therefore focusing on reducing POPS and subsequent deficits in motivation by providing clear feedback regarding which behaviours their organization desires. Research limitations/implications The study focused on POPS as reported by the employees and not on actual political behaviours. As the study did not cover all sectors, the results of this study should be interpreted with caution. Originality/value The study extended the current research stream of perceived organizational politics research to one of the underrepresented developing Asian countries, India. The study also contributes in terms of its sample characteristics. Managerial employees working across different sectors, served as the setting of our empirical study.

scholarly journals The Impact of Personal Characteristics on Innovative Work Behaviour: An Exploration into Innovation and Its Determinants amongst Teachers

2016 ◽  
Vol 3 (3) ◽  
Author(s):  
Kanan Deep Kaur ◽  
Dr. Vibhuti Gupta
Keyword(s):  
Locus Of Control ◽  
Positive Affect ◽  
Work Engagement ◽  
Personal Characteristics ◽  
Survey Method ◽  
Work Locus Of Control ◽  
Confounding Variables ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
The Impact

The present research examined the impact of personal characteristics on innovative work behaviour of 120 teachers. Using the survey method, participants were asked to give responses on the measures of innovative work behaviour, work engagement, work locus of control, and affect. Pearson’s product moment correlation was calculated to see the relationship between work engagement, work locus of control, affect (positive affect & negative affect), and innovative work behaviour. The effect of confounding variables – grade, age, and experience on innovative work behviour was also observed by calculating a 2x2x3 between subjects ANOVA. The quantitative analysis revealed that positive affect was the strongest predictor of innovative work behaviour followed by internal work locus of control while there was no significant effect of the confounding variables on innovative work behaviour. The study has implications for innovation development and implementation in schools, and developing screening methods for teachers.

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