THE ANTECEDENT OF EDUCATIONAL STAFF CONTEXTUAL PERFORMANCE IN MEDAN CITY PRIVATE UNIVERSITIES

2021 ◽  
Vol 9 (2) ◽  
pp. 316-338
Author(s):  
. Supriadi ◽  
Ritha F. Dalimunthe ◽  
Prihatin Lumbanraja ◽  
H. B. Tarmizi
Keyword(s):  
Intrinsic Motivation ◽  
Organizational Climate ◽  
Contextual Performance ◽  
Work Behavior ◽  
Innovative Work Behavior ◽  
Individual Level ◽  
Scarce Resources ◽  
Innovative Work ◽  
The Individual ◽  
Cultural Openness

Resource Based View (RBV) theory appears often used to create models that explain how to achieve firm performance in an effort to win the competition. The level of analysis unit used by the RBV theory base is organization. The issue that arises in this RBV theory is its ability to reach the unit of analysis at the individual or individual level. To become an employee who has contextual performance, requirements are needed, among others, employees have valuable resources, where these resources will be able to exploit opportunities and neutralize threats, have scarce resources among existing employees, cannot be imitated, not equivalent as a substitute. The aim of this study was to determine and analyze the effect of cultural openness, personal and organizational suitability, and organizational climate on partially innovative work behavior. To identify and analyze the effect of cultural openness, personal and organizational suitability, organizational climate and innovative work behavior towards a partially contextual performance. To identify and analyze the effect of cultural openness on contextual performance which mediated by innovative work behavior. To identify and analyze the effect of personal and organizational suitability on contextual performance which mediated by innovative work behavior. To identify and analyze the influence of organizational climate towards contextual performance mediated by innovative work behavior. To identify and analyze the influence of organizational climate towards innovative work behavior moderated by intrinsic motivation. To identify and analyze the influence of organizational climate towards contextual performance moderated by intrinsic motivation.

scholarly journals Engaging Leadership and Its Implication for Work Engagement and Job Outcomes at the Individual and Team Level: A Multi-Level Longitudinal Study

2020 ◽  
Vol 17 (3) ◽  
pp. 776 ◽  
Author(s):  
Vivi Gusrini Rahmadani ◽  
Wilmar B. Schaufeli ◽  
Jeroen Stouten ◽  
Zhenduo Zhang ◽  
Zulkarnain Zulkarnain
Keyword(s):  
Job Performance ◽  
Work Engagement ◽  
Team Work ◽  
Work Behavior ◽  
Job Outcomes ◽  
Innovative Work Behavior ◽  
Team Innovation ◽  
Innovative Work ◽  
The Individual ◽  
Employee Learning

The current study investigates how supervisors’ engaging leadership, as perceived by their employees, increases employees’ job outcomes at the individual and team level, as mediated by (team) work engagement. Job outcome indicators at the team level are team performance, team learning, and team innovation; and at the individual level, job performance, employee learning, and innovative work behavior. The novel concept of engaging leadership is presented as the specific type of leadership to foster (team) work engagement. A multi-level longitudinal study is conducted among 224 blue collar employees nested in 54 teams in an Indonesian state-owned holding company in the agricultural industry using a one-year time lag. The findings show, as expected, that at the team level, engaging leadership at time 1 predicted team learning and team innovation (but not team performance) at time 2, via team work engagement at time 2. Additionally, an expected cross-level effect was observed from engaging leadership at the team level at time 1 predicting individual job performance (but not employee learning and innovative work behavior) at time 2, via team work engagement at time 2. Finally, an expected second cross-level effect was observed for engaging leadership at the team level at time 1, which predicted individual job performance, employee learning, and innovative work behavior at time 2, via work engagement at time 2.

scholarly journals The Effect of Workplace Spirituality on Innovative Work Behavior

2019 ◽  
Vol 12 (12) ◽  
pp. 29
Author(s):  
Vimansha R. Ranasinghe ◽  
Samantha M. Samarasinghe
Keyword(s):  
Intrinsic Motivation ◽  
Organizational Performance ◽  
Workplace Spirituality ◽  
Mediating Effect ◽  
Work Behavior ◽  
The Other ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Novel Concept ◽  
Positive Effect

Workplace spirituality is a novel concept and it has been identified as a unique way to improve organizational performance. On the other hand, many organizations are experiencing undesirable consequences of lack of workplace spirituality, such as employee stress, turnover, absenteeism, and lack of employee creativity. Hence, organizations are now focusing on developing workplace spirituality in the workplaces as it offers many advantages to organizations. Despite the growing interest on workplace spirituality, there is still a dearth of research on the topic of workplace spirituality. Literature suggests that employee innovative work behavior directly leads to enhance organizational performance and workplace spirituality leads to increase innovativeness and creativity of employees. Hence, the purpose of this paper is to fill the gap in literature, to a certain extent by proposing a conceptual model to examine the effect of workplace spirituality on employee innovative work behavior. Thus, it proposed that there is a positive effect of workplace spirituality on employee innovative work behavior. Consequently, intrinsic motivation from componential theory of creativity was integrated to identify the mediating effect of intrinsic motivation on the effect of workplace spirituality on innovative work behavior.

scholarly journals PENGARUH PEMBERDAYAAN PSIKOLOGI TERHADAP PERILAKU INOVATIF

Epigram ◽  
2020 ◽  
Vol 17 (1) ◽  
pp. 19-26
Author(s):  
Irma Suryani ◽  
Halimatussakdiah Halimatussakdiah ◽  
Nidia Sofa
Keyword(s):  
Higher Education ◽  
Intrinsic Motivation ◽  
Questionnaire Survey ◽  
Psychological Empowerment ◽  
Higher Education Institutions ◽  
Work Behavior ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Mediating Factor ◽  
The Relationship

Linking three dominan factors namely psychological empowerment, innovative work behavior, and intrinsic motivation, this study developed and examined the relationship among them with a mediating factor. Using questionnaire survey from Higher Education Institutions, the study found that pyschological empowerment significantly affect innovative work behavior. In addition, Intrinsic motivation, as anticipated in the study also affect innovative work behavior. Finally, as an intervening variabel, intrinsic motivation enhance the relationship between psychological empowerment and innovative work behavior.

scholarly journals Hubungan Kepribadian Proaktif Dengan Perilaku Kerja Inovatif Pada Generasi Millenial

2020 ◽  
Vol 8 (2) ◽  
pp. 181
Author(s):  
Dhien Amalia Putri
Keyword(s):  
Millennial Generation ◽  
Proactive Personality ◽  
Service Industries ◽  
Work Behavior ◽  
Full Time ◽  
Innovative Work Behavior ◽  
Goods And Services ◽  
Technological Developments ◽  
Innovative Work ◽  
The Individual

<em>The millennial generation is the generation that has dominated the labor market in recent years. This generation is being faced with various challenges due to technological developments that are happening.</em> <em>Current technological developments are forcing the players in the goods and service industries to innovate in order to be able to increase the competitiveness of companies. Innovative work behavior can be raised</em> <em>by individuals in several ways, one of which is with a proactive personality. This study aims to measure the</em> <em>relationship between proactive personality with innovative work behavior in the millennial generation. The study was conducted on 315 millennials who are full time employees in goods and services companies in the city of Surabaya. Innovative work behavior is measured using the Innovative Work Behavior Scale, which is proven to be reliable (α = 0.760), while the proactive personality is measured using the Proactive Personality Scale that has proven to be reliable (α = 0.734). The analysis in this study uses Pearson's Product Moment analysis with a significance value of 0,000 (p &lt;0.05) which shows the relationship between proactive personality and innovative work behavior in the millennial generation. These results indicate that the higher the proactive personality an individual has, the higher the innovative work behavior exhibited by the individual. The results of this study also found a significant relationship between sex, years of service and age on innovative work behavior</em>

FOSTERING EMPLOYEES’ INNOVATIVE WORK BEHAVIOUR IN HEALTHCARE ORGANISATIONS

2019 ◽  
Vol 24 (02) ◽  
pp. 2050014 ◽  
Author(s):  
DANIELA CARLUCCI ◽  
MATTEO MURA ◽  
GIOVANNI SCHIUMA
Keyword(s):  
Public Sector ◽  
Organizational Climate ◽  
Structural Equation ◽  
Work Behavior ◽  
Organizational Level ◽  
Hospital Data ◽  
Innovative Work Behavior ◽  
Organisational Climate ◽  
Innovative Work ◽  
Innovative Work Behaviour

Healthcare workers’ innovative work behaviour plays a key role in generating innovation. To date determinants of innovative work behaviour are not completely detected and there is a call for additional empirical evidence on organizational-level factors influencing individual’s innovation. This study empirically explores the relationships between organizational climate, organisation’s openness to innovation, and innovative work behaviour in the context of a public sector healthcare organization. A survey has been conducted on employees of a large Italian public sector hospital. Data collected on 560 professionals have been analyzed through Structural Equation Modelling technique. The results show that organisational climate affects employees’ innovative work behavior both directly and indirectly through organisation’s openness to innovation. Specifically our findings highlight that organization’s openness to innovation partially mediates the relationship between organizational climate and employees’ innovative work behavior. The results should lead managers to consider the importance of organizational climate and openness to innovation as effective levers to pull in order to improve employees’ innovative work behavior.

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