Employee voice behavior: A moderated mediation analysis of high-performance work system

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sumi Jha
Keyword(s):  
Mediation Analysis ◽  
High Performance ◽  
Psychological Capital ◽  
Moderated Mediation ◽  
Work Behavior ◽  
Employee Voice ◽  
Voice Behavior ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work

PurposeThe purpose of this study was to investigate the relationship between psychological capital, employee voice behavior and innovative work behavior. The employee voice behavior was studied as a mediator. The study also studied high-performance work system (HPWS) as a moderator between psychological capital and voice behavior.Design/methodology/approachThe human resource department of organizations was approached for data collection facilitation. The sample consisted of full-time employees at the managerial and supervisory level of India's manufacturing and services organizations. 321 managers and 193 supervisors responded to the questionnaire. Standard questionnaires were used to collect data. Moderated mediation analysis was used to study the relationships among variables.FindingsFindings indicated significant direct and indirect relationships. The presence of HPWS acted as a catalyst for relationship between psychological capital and employee voice behavior. The moderated mediation analysis findings showed the variation in outcome variable, innovative work behavior, when HPWS was low versus when HPWS was high.Originality/valueEmployee voice behavior has not yet been studied extensively in Indian context. Researcher examined the effect of employee voice behavior under high and low HPWS.

Linking paternalistic leadership to follower's innovative work behavior: the influence of leader–member exchange and employee voice

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sajjad Nazir ◽  
Amina Shafi ◽  
Muhammad Ali Asadullah ◽  
Wang Qun ◽  
Sahar Khadim
Keyword(s):  
Work Behavior ◽  
Moral Leadership ◽  
Employee Voice ◽  
Voice Behavior ◽  
Paternalistic Leadership ◽  
Content Type ◽  
Authoritarian Leadership ◽  
Innovative Work Behavior ◽  
Member Exchange ◽  
Innovative Work

PurposeThis study examines the serial mediation mechanism between paternalistic leadership and innovative work behavior through the leader–member exchange (LMX) and employee voice behavior. Particularly, this study utilized the social exchange theory to investigate the indirect effect of three distinct dimensions of paternalistic leadership style on innovative work behavior through LMX and employee voice behavior.Design/methodology/approachSelf-reported questionnaires were used to collect data from 397 employees in Pakistan. Hypotheses were tested using structural equation modeling (SEM).FindingsThe two dimensions of paternalistic leadership were significantly related to LMX. LMX had a significant effect on employee voice behavior that was further related to innovative work behavior. The findings also support the mediating role of LMX between authoritarian and moral leadership and employee voice. Further, LMX and employee voice boosted the indirect relationship between moral leadership and innovative behavior. However, authoritarian leadership demonstrated a significant but negative indirect effect on innovative behavior through LMX and employee voice.Practical implicationsThe organizational members need to encourage a high LMX and voice behavior to enhance the positive effects of benevolent and moral leadership styles on innovative employee behaviors. Contrarily, they need to discourage authoritarian leadership if they want to enhance innovative work behavior through LMX and employee voice. Furthermore, when leaders provide a safe environment to employees at the workplace, then they may feel secure to take risks and exhibit innovative work behavior, which ultimately contributes to increasing employee and organizational performance.Originality/valueThis study extended the existing literature on paternalistic leadership in two important ways. First, this study examined a serial mediation mechanism to test the effect of paternalistic leadership on innovative work behavior through LMX and voice behavior. Second, this is a key study to investigate which dimension of paternalistic leadership is effective to boost employees' innovative work behavior at the individual level in the Pakistani organizational context.

High-performance work practices do much, but H.E.R.O does more: an empirical investigation of employees' innovative behavior from the hospitality industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Farrukh ◽  
Nabeel Yunus Ansari ◽  
Ali Raza ◽  
Fanchen Meng ◽  
Hong Wang
Keyword(s):  
High Performance ◽  
Psychological Capital ◽  
Work Behavior ◽  
Work Practices ◽  
Innovative Behavior ◽  
Content Type ◽  
Service Employees ◽  
Innovative Work Behavior ◽  
High Performance Work Practices ◽  
Innovative Work

PurposeDrawing motivation from Lawrence Bossidy's quote and leaning on the conservation of resources (COR) theory, in this study, the authors aim to investigate the role of high-performance work practices (HPWPs) and psychological capital (H.E.R.O) in employee innovative work behavior (EIB).Design/methodology/approachThe study is banked on a hypothetico-deductive approach. The relationships were measured by gathering data from 375 frontline service employees through structural equation modeling.FindingsThe study results indicate a positive impact of HPWPs on EIB. Moreover, the association between HPWPs-EIB is mediated by psychological capital (PsyCap).Research limitations/implicationsThe current study contributed to the innovation research stream by determining driving forces that encourage employees to exhibit innovative work behaviors.Originality/valueEmployee innovative behavior has become imperative for organizational survival and success in an ever-changing global business environment. Owing to this organizational significance, employee innovative behavior continues to gain burgeoning research attention. Despite the rising scholarly interest in studying employee innovative behavior, there is a dearth of knowledge about how innovation can be fostered at the individual level, particularly among frontline service employees. Hence, to bridge this research gap, the present study intends to analyze the influence of high-performance work practices on employee innovative work behavior, mediated by psychological capital.

scholarly journals Top-down knowledge hiding and innovative work behavior (IWB): a three-way moderated-mediation analysis of self-efficacy and local/foreign status

2019 ◽  
Vol 24 (2) ◽  
pp. 127-149 ◽  
Author(s):  
Ghulam Ali Arain ◽  
Zeeshan Ahmed Bhatti ◽  
Imran Hameed ◽  
Yu-Hui Fang
Keyword(s):  
Self Efficacy ◽  
Moderated Mediation ◽  
Work Behavior ◽  
Top Down ◽  
Diverse Range ◽  
Mediation Effects ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Knowledge Hiding

Purpose This paper aims to examine the consequences for innovative work behavior (IWB) of top-down knowledge hiding – that is, supervisors’ knowledge hiding from supervisees (SKHS). Drawing on social learning theory, the authors test the three-way moderated-mediation model in which the direct effect of SKHS on IWB is first mediated by self-efficacy and then further moderated by supervisor and supervisee nationality (locals versus foreigners). Design/methodology/approach The authors collected multi-sourced data from 446 matched supervisor-supervisee pairs working in a diverse range of organizations operating in the Kingdom of Saudi Arabia. After initial data screening, confirmatory factor analysis was conducted to test for the factorial validity of the used measures with AMOS. The hypothesized relationships were tested in regression analysis with SPSS. Findings Results showed that SKHS had both direct and mediation effects, via the self-efficacy mediator, on supervisee IWB. The mediation effect was further moderated by supervisor and supervisee nationality (local versus foreigners), which highlighted that the effect was stronger for supervisor–supervisee pairs that were local-local or foreigner-foreigner than for pairs that were local-foreigner or foreigner-local. Originality/value This study contributes to both knowledge hiding and IWB literature and discusses the useful theoretical and practical implications of the findings.

Principal empowering leadership and teacher innovative behavior: a moderated mediation model

2016 ◽  
Vol 30 (6) ◽  
pp. 1030-1044 ◽  
Author(s):  
Panagiotis Gkorezis
Keyword(s):  
Role Conflict ◽  
Moderated Mediation ◽  
Work Behavior ◽  
Mediation Model ◽  
Empowering Leadership ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Moderated Mediation Model ◽  
Innovative Work ◽  
The Relationship

Purpose – The purpose of this paper is to contribute to extant literature by linking principal empowering leadership to teachers’ innovative work behavior. By doing so, the author attempts to provide a more nuanced understanding of this relationship by examining a moderated mediation model which encompasses exploration as a mediator and role conflict as a moderator. Design/methodology/approach – Data were collected from 201 public teachers. In order to examine the present hypotheses bootstrapping analysis, Sobel test and SPSS macro were used. Findings – The results demonstrated that teacher exploration mediates the relationship between empowering leadership and innovative work behavior and, further, that this indirect effect is contingent on role conflict. Practical implications – Based on the present findings, in order to enhance innovation, schools need to promote both empowering leadership style and their teachers’ exploration. Moreover, principals should refrain from providing conflicting orders and expectations from their teachers because such conditions will eliminate the positive effect of their empowering behaviors on teachers’ exploration and innovative work behavior. Originality/value – This is the first study that develops and tests a moderated mediation model regarding the relationship between principal empowering leadership and teacher innovative behavior.

Empowering leadership and innovative work behavior: a moderated mediation examination

2019 ◽  
Vol 23 (5) ◽  
pp. 915-930 ◽  
Author(s):  
Umamaheswara Rao Jada ◽  
Susmita Mukhopadhyay ◽  
Rohit Titiyal
Keyword(s):  
Knowledge Sharing ◽  
Moderated Mediation ◽  
Work Behavior ◽  
Role Clarity ◽  
Empowering Leadership ◽  
Cross Sectional ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Cross Sectional Design

Purpose The purpose of the paper is to investigate the relationship between empowering leadership and the innovative work behavior of employees. Utilizing a moderated mediation mechanism, the study additionally uncovers the mediating impact of knowledge sharing and the moderating influence of role clarity in the proposed model. Design/methodology/approach Cross-sectional design was used in the study, and developed questionnaires were administered to 235 supervisor-subordinates dyads working in Indian organizations to test the proposed relationships. SPSS 20 and AMOS 20 were used for statistical analysis. Findings The hypothesized moderated mediation model was supported. Knowledge sharing mediated the relationship between empowering leadership and innovative work behavior. The moderating impact of role clarity between empowering leadership and knowledge sharing was supported. It was also observed that stronger role clarity strengthened the indirect relationship between empowering leadership and innovative work behavior. Overall, the study shows that empowering leaders creates a cultivating climate for innovative work behavior by encouraging knowledge sharing among the members subject to clear identification of employee roles. Research limitations/implications Cross-sectional design of the study limits the authors from drawing definitive generalizations. Self-reported measures used in the study increase the chances of bias. Practical implications Findings of the study can be utilized by leaders for promoting innovative work behavior in the organization, which has been identified as a key to organizational growth and development. Originality/value The study attempts to address the under developed relationship between empowering leadership and innovative work behavior.

Innovation with flow at work: exploring the role of servant leadership in affecting innovative work behavior through flow at work

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Mumtaz Khan ◽  
Muhammad Shujaat Mubarik ◽  
Syed Saad Ahmed ◽  
Tahir Islam ◽  
Essa Khan
Keyword(s):  
Servant Leadership ◽  
Structural Model ◽  
Measurement Model ◽  
Work Behavior ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Mediating Role ◽  
Innovative Work ◽  
Flow At Work

PurposeThis study aims to ascertain the role of servant leadership in inducing flow at work. The study, along with confirming the relation between flow at work and innovative work behavior (IWB), intends to explore the mediating role flow at work plays in relating servant leadership to IWB.Design/methodology/approachThe data collection was conducted through an interviewee-administered questionnaire in three waves that were four weeks apart. The data were collected from 267 respondents. To run the measurement model and structural model, Smart-PLS was used, and Statistical Product and Service Solutions (SPSS) was used to summarize the demographic information and conduct hierarchal regression.FindingsServant leadership is related to flow at work. Additionally, flow at work is related to IWB. Finally, flow at work mediates the relationship between servant leadership and IWB.Originality/valueThe study found servant leadership is related to flow at work. Moreover, the study unearthed the relation between flow at work and IWB. Finally, the study unveiled that flow at work acts as a mediator between servant leadership and IWB.

The effect of servant leadership on innovative work behavior and employee knowledge sharing in the Latvian ICT sector

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fadi Youssef Bou Reslan ◽  
Zanete Garanti ◽  
Okechukwu Lawrence Emeagwali
Keyword(s):  
Servant Leadership ◽  
Knowledge Sharing ◽  
Psychological Needs ◽  
Mediating Effect ◽  
Work Behavior ◽  
Equation Modeling ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Ict Companies

PurposeThis study aims to peruse the underlying effect of servant leadership (SL) on innovative work behavior (IWB) and employee knowledge sharing behavior (KSB), directly and through the mediating effect of job autonomy (JA), by using autonomous psychological needs of self-determination theory and embracing Hofstede's framework in information and telecommunication technology (ICT) companies in Latvia.Design/methodology/approachA quantitative analysis of data from 271 employees and managers in Latvian ICT companies was used by applying structural equation modeling.FindingsThe result discloses that SL can promote IWB and KSB directly and through mediating effects of JA.Research limitations/implicationsThe research is constricted by geography and sample data representation from a specific sector. Hence, future studies can determine the gender effects, carry out more preventive measures to avoid common method bias between constructs, measure antecedents and the mediator before outcomes and examine JA as a moderator.Practical implicationsThe findings demonstrate that the Latvian ICT sector should recruit managers with SL potentials, train and equip managers with the required resources to implement SL practices properly and integrate JA across the organization to increase the manifestation of IWB and KSB.Originality/valueThis paper is the first to examine JA as the underlying process through which SL’s effects on IWB and KSB are explained in an individualistic country.

Can human resource flexibility disentangle innovative work behavior among hospitality employees? The roles of harmonious passion and regulatory foci

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tuan Trong Luu
Keyword(s):  
Human Resource ◽  
Work Behavior ◽  
Equation Modeling ◽  
Innovative Behavior ◽  
Promotion Focus ◽  
Harmonious Passion ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Hospitality Organizations ◽  
Innovative Work

Purpose The ongoing improvement of hospitality services stems from innovative behavior among employees. This study aims to investigate how and when human resource (HR) flexibility promotes hospitality employees’ innovative work behavior. Design/methodology/approach The data were garnered from 438 employees and 67 managers from 19 hotels operating in Vietnam. Multilevel structural equation modeling was used to analyze the data. Findings The positive association was observed between HR flexibility and innovative work behavior. Harmonious passion functioned as a mediator for such a relationship. While promotion focus was found to positively interact with HR flexibility to predict employee harmonious passion, prevention focus demonstrated an attenuating effect on the association between HR flexibility and harmonious passion. Practical implications The findings suggest that hospitality organizations can promote innovative work behavior among employees through building skill and behavioral flexibility, as well as flexibility in HR practices. Hospitality organizations should also realize the role of harmonious passion as a mechanism that can channel HR flexibility into innovative work behavior and the interactive effect of promotion focus and HR flexibility on fostering harmonious passion and, in turn, innovative work behavior. Originality/value This inquiry advances the strand of research on the HR management-innovative behavior linkage by offering insights into how and when HR flexibility promotes innovative work behavior among hotel employees.

The impact of humor climate on innovative work behavior: evidence from the banking industry in Russia

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Elizaveta Yu Logacheva ◽  
Maria S. Plakhotnik
Keyword(s):  
Online Survey ◽  
Banking Industry ◽  
Work Behavior ◽  
Supervisory Support ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Office Employees ◽  
Back Office ◽  
The Impact

Purpose The purpose of this study is to investigate the impact of humor work climate on innovative work behavior of back-office employees in the banking industry in Russia. Design/methodology/approach Data was collected via an online survey that included scales to measure humor climate and innovative work behavior. The survey was distributed electronically among employees of one department of a bank. The sample included 104 back-office employees (response rate 60.4%). Correlation and regression analyses were used. Findings The results indicate that humor climate fosters employee innovative work behavior. Positive humor contributes to innovative work behavior more than remaining humor climate dimensions (i.e. negative humor, outgroup humor and supervisory support). Only position type (managers vs non-managers), and not gender, education and job tenure, was found to have a significant impact on employee perceptions of humor climate and innovative work behavior exhibition. Originality/value This study adds to the limited empirical evidence on the links between humor and innovative work behavior, especially at a group level. This study focused on humor climate as a multidimensional construct, whereas previous research mostly explored positive forms of humor in relation to different social aspects of the organization. To the best of authors’ knowledge, this study is first to use a validated scale to explore connections between innovative work behavior and humor climate.

Innovative work behavior in SMEs: the role of transformational leadership

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Emil Knezović ◽  
Amina Drkić
Keyword(s):  
Transformational Leadership ◽  
Organizational Justice ◽  
Work Behavior ◽  
Decision Making Process ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Convenience Sampling ◽  
The Relationship

PurposeThe purpose of this paper is to investigate the determinants of innovative work behavior (IWB) by examining the moderating role of transformational leadership in the context of small and medium enterprises (SMEs).Design/methodology/approachThe study surveyed 371 employees from SMEs in Bosnia and Herzegovina by adopting convenience sampling. Hierarchical regression was used to test the hypotheses.FindingsThe findings supported the authors’ assumptions that IWB determinants such as psychological empowerment, participation in the decision-making process and organizational justice are positively related to IWB. Besides, transformational leadership moderates the relationship between organizational justice and IWB.Research limitations/implicationsThe data for this study was collected by using convenience sampling as well as a cross-sectional survey method, which limits the generalization of results.Practical implicationsTo spur the IWB among the employees in SMEs, an organization has to create an environment where psychological empowerment is high, employees have a chance to participate in the decision-making process and organizational rules and procedures are fair. In the case of organizational justice, the relationship shall be stronger if transformational leadership is present.Originality/valueIn SMEs, transformational leadership plays an important role. To the best of the authors' knowledge, this is the first study that demonstrates the moderating effect of transformational leadership on the relationship between one specific IWB determinant and IWB.

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