Issue

Vol 36 No 3 (2021): September

Creative Commons License

This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.

Copyright

Upon acceptance of an article, authors transfer copyright to the JIEB as part of a journal publishing agreement, but authors still have the right to share their article for personal use, internal institutional use, and for any use permitted under the CC BY-SA license

Open Access

Articles are freely available to the public without any subscription with permitted reuse. For open access articles, permitted third party (re)use is defined by the following Creative Commons user licenses: Creative Commons Attribution (CC BY-SA).

Exploring the Existence of Innovative Work Behavior among Government Employee: Have Been There?

https://doi.org/10.22146/jieb.v36i3.1404
Dediek Tri Kurniawan
dediektrikurniawan@gmail.com
Yesiana Ihda Kusnayain
Fatwah Inna Aulisaina
Muhamad Arif Rahman Hakim

Corresponding Author(s) : Dediek Tri Kurniawan

dediektrikurniawan@gmail.com

Journal of Indonesian Economy and Business, Vol 36 No 3 (2021): September

Abstract

Introduction/Main Objectives: This study aims to determine the existence of innovative work behavior ecosystems for Indonesia’s government employees Background problems: The quality of individual employees partially determines the quality of the organization. The abilities of the different employees who work in the same system will undoubtedly deliver the government employee and possibly produce results which are less than were expected. Novelty: The previous studies have examined innovative work behavior, focusing on the external factors and ignoring the internal factors of individual traits. This study focused on investigating the interrelationship among the factors that will be affected by innovative behavior, especially in government employees in Indonesia. Methods: This study examines the relationship among these variables using structural equation modeling (SEM) with LISREL 8.8 as the statistical tool. Finding/Result: This study found that transforma­tional leadership and work engagement positively influence innovative work behavior. Unexpectedly, this research indicates an insignificant relationship between organizational justice and innovative work behavior among government employees. Besides, this study also found that transformational leadership and organizational justice have an impact on work engagement. Conclusion: These findings provide managerial implications about the need to strengthen employees’ innovative work behavior to ensure the organization’s continuity. Additionally, the results prove that innovative work behavior by government employees is supported by government’s role such as the style of leadership and work engagement.

Keywords

Innovative work behavior organizational justice transformational leadership work engagement government employee
Kurniawan, D. T., Kusnayain, Y. I., Aulisaina, F. I., & Hakim, M. A. R. (2021). Exploring the Existence of Innovative Work Behavior among Government Employee: Have Been There?. Journal of Indonesian Economy and Business, 36(3), 272-282. https://doi.org/10.22146/jieb.v36i3.1404
Download Citation
Endnote/Zotero/Mendeley (RIS)
BibTeX
References
  1. Types of Leadership: Leveraging Your Strengths to Find Your Style | Fairygodboss. (n.d.). Retrieved July 5, 2020, from https://fairygodboss.com/articles/types-of-leadership-leveraging-your-qualities-to-find-an-effective-style-for-you
  2. Abstein, A., & Spieth, P. (2014). Exploring HRM meta-features that foster employees’ innovative work behaviour in times of increasing work-life conflict. Creativity and Innovation Management, 23(2), 211–225. https://doi.org/10.1111/caim.12053
  3. Afsar, B., Badir, Y.F., Saeed, B.B. (2014). Transformational leadership and innovative work behavior. Industrial Management & Data Systems, 114(8), 1270-1300.
  4. Afsar, B., Masood, M., & Umrani, W. A. (2019). The role of job crafting and knowledge sharing on the effect of transformational leadership on innovative work behavior. Personnel Review, 48(5), 1186–1208. https://doi.org/10.1108/PR-04-2018-0133
  5. Agarwal, U. A. (2014). Linking justice, trust and innovative work behaviour to work engagement. Personnel Review, 43(1), 41–73.
  6. Akram, T., Lei, S., Haider, M. J., & Hussain, S. T. (2019). The impact of organizational justice on employee innovative work behavior: Mediating role of knowledge sharing. Journal of Innovation & Knowledge. doi:10.1016/j.jik.2019.10.001
  7. Almansour, Y. M., & Minai, M. S. (2012). The relationship between organizational justice components and innovative behavior in arab society. Evidence from government department in Jordan. Middle East Journal of Scientific Research, 12(1), 46–51. https://doi.org/10.5829/idosi.mejsr.2012.12.1.1620
  8. Bacha, E. (2014). The relationship between transformational leadership, task perfor-mance and job characteristics. Journal of Management Development, 33(4), 410–420. https://doi.org/10.1108/JMD-02-2013-0025
  9. Bagozzi, R.P. and Yi, Y. (1988). On the evaluation of structural equation models. Journal of the Academy of Marketing Science 16 (1), 74-94.
  10. Bass, B. M., & Avolio, B. J. (1994). Transformational leadership, organizational culture. International Journal of Public Administration, 17(3–4), 541–554. https://doi.org/10.1080/01900699408524907
  11. Batra, S., & Vohra, N. (2016). Exploring the linkages of cognitive style and individual innovativeness. Management Research Review, 39(7), 768–785. https://doi.org/10.1108/MRR-03-2014-0047
  12. Biswas, S., Varma, A., & Ramaswami, A. (2013). Linking distributive and procedural justice to employee engagement through social exchange: A field study in India. International Journal of Human Resource Management, 24(8), 1570–1587. https://doi.org/10.1080/09585192.2012.725072
  13. Blau, P.M. (1964), Exchange and Power in Social Life, Transaction Publishers, New Brunswick, NY
  14. Choi, S.B., Kim, K., Ebrahim Ullah, S.M., Kang, S.W. (2016). How transformational leadership facilitates innovative behavior of Korean workers: examining mediating and moderating processes. Personnel Review, 45(3).doi: 10.1108/PR-03-2014-0058
  15. Cummings, R. G., Martinez-Vazquez, J., McKee, M., & Torgler, B. (2009). Tax morale affects tax compliance: Evidence from surveys and an artefactual field experiment. Journal of Economic Behavior and Organization, 70(3),447–457. https://doi.org/10.1016/j.jebo.2008.02.010
  16. Daft, R.L. (2001). The Leadership Experience, Harcourt College Publishers, Fort Worth, TX
  17. De Jong, J. P. J., & Den Hartog, D. N. (2007). How leaders influence employees’ innovative behaviour. European Journal of Innovation Management, 10(1), 41–64. https://doi.org/10.1108/14601060710720546
  18. De Jong, J. and Den Hartog, D. (2010). Measuring innovative work behaviour. Creativity and Innovation Management 19 (1), 23-36. Deloitte Indonesia Perspectives. (2019). Generasi Milenial dalam Industri 4.0: Berkah Bagi Sumber Daya Manusia Indonesia atau Ancaman?
  19. Deloitte Indonesia Perspectives. (2019). Generasi Milenial dalam Industri 4.0: Berkah Bagi Sumber Daya Manusia Indonesia atau Ancaman?
  20. Deputy of Civil Service Information System. (2019). BukuStatistik ASN. Jakarta: Civil Service Board
  21. Dundar, T., & Tabancali, E. (2012). The relationship between organizational justice perceptions and job satisfaction levels. Procedia-Social and Behavioral, 46, 5777–5781. http://dx.doi.org/10.1016/j.sbspro.2012.06.513
  22. Eisenbeiß, S. A., & Boerner, S. (2013). A Double-edged Sword: Transformational Leadership and Individual Creativity. British Journal of Management, 24(1), 54–68. https://doi.org/10.1111/j.1467-8551.2011.00786.x
  23. Fitzgerald, S., & Schutte, N. S. (2010). Increasing transformational leadership through enhancing self-efficacy. Journal of Management Development, 29(5), 495–505. https://doi.org/10.1108/02621711011039240
  24. Folger, R., & Cropanzano, R. (1998). Founda-tions for organizational science. Organiza¬tional justice and human resource manage¬ment. Sage Publications, Inc.Hoelscher, M., & Schubert, J. (2015). Potential and Problems of Existing Creativity and Innovation Indices. Creativity Research Journal, 27(1), 1–15. https://doi.org/10.1080/10400419.2015.992656
  25. Geldenhuys, M., Łaba, K., & Venter, C. M. (2014). Meaningful work, work engagement and organisational commitment. SA Journal of Industrial Psychology, 40(1), 1–10. https://doi.org/10.4102/sajip.v40i1.1098
  26. Gumusluoglu, L., & Ilsev, A. (2009). Transfor¬mational leadership, creativity, and organi¬za¬tional innovation. Journal of Business Research 62, 461-473
  27. Hair, J.F., Anderson, R.E., Tatham, R.L. and Black, W.C. (1998), Multivariate Data Analysis, Prentice- Hall, Englewood Cliffs, NJ
  28. Haryanti, A. (2019). Dicipline of Civil Servants. Civil Service Board
  29. Hayati, D., Charkhabi, M., & Naami, A. (2014). The relationship between transformational leadership and work engagement in governmental hospitals nurses: a survey study. SpringerPlus, 3(1): 25.
  30. Hayes, A. F., & Scharkow, M. (2013). The relative trustworthiness of inferential tests of the indirect effect in statistical mediation analysis: Does method really matter?. Psychological science, 24(10), 1918-1927.
  31. Inoue, A., Kawakami, N., Ishizaki, M., Shimazu, A., Tsuchiya, M., Tabata, M., Akiyama, M., Kitazume, A., & Kuroda, M. (2010). Organizational justice, psychological distress, and work engagement in Japanese workers. International Archives of Occupational and Environmental Health, 83(1), 29–38. https://doi.org/10.1007/s00420-009-0485-7
  32. Janssen, O. (2000). Job demands, perceptions of effort‐reward fairness and innovative work behaviour”, Journal of Occupational and Organizational Psychology 73 (3), 287-302.
  33. Janssen, O., Van de Vliert, E. and West, M. (2004). The bright and dark sides of individual and group innovation: a special issue introduction.Journal of Organizational Behavior 25 (2), 129-145.
  34. Jung, D. I., Chow, C., & Wu, A. (2003). The role of transformational leadership in enhancing organizational innovation: hypo¬theses and some preliminary findings.The Leadership Quarterly, 14, 525–44.
  35. Karatepe, O. M. (2011). Procedural justice, work engagement, and job outcomes: Evidence from Nigeria. Journal of Hospitality Marketing and Management, 20(8), 855–878. https://doi.org/10.1080/19368623.2011.577688
  36. Khaola, P., & Coldwell, D. (2019). Explaining how leadership and justice influence employee innovative behaviours. European Journal of Innovation Management, 22(1), 193–212. https://doi.org/10.1108/EJIM-08-2017-0103
  37. Kim, Y., & Lee, B. G. (2013). An analysis for the mediating effect of organizational justice on the performance in the virtual organization. International Journal of Software Engineering and Its Applications, 7(1), 201–210.
  38. Kim, W., & Park, J. (2017). Examining structural relationships between work engagement, organizational procedural justice, knowledge sharing, and innovative work behavior for sustainable organizations. Sustainability (Switzerland), 9(2). https://doi.org/10.3390/su9020205
  39. Lai, F.-Y., Tang, H.-C., Lu, S.-C., Lee, Y.-C., & Lin, C.-C. (2020). Transformational Leadership and Job Performance: The Mediating Role of Work Engagement. SAGE Open, 10(1), 215824401989908. doi:10.1177/2158244019899085
  40. Lester, S. W., Standifer, R. L., Schultz, N. J., & Windsor, J. M. (2012). Actual Versus Perceived Generational Differences at Work: An Empirical Examination. Journal of Leadership and Organizational Studies, 19(3), 341–354. https://doi.org/10.1177/1548051812442747
  41. Lin, C. P., & Tsai, M. K. (2020). Strengthening long-term job performance: The moderating roles of sense of responsibility and leader’s support. Australian Journal of Management, 45(1), 134–152. https://doi.org/10.1177/0312896219842629
  42. Longshore, J. M., & Bass, B. M. (1987). Leadership and Performance beyond Expectations. The Academy of Management Review, 12(4), 756. https://doi.org/10.2307/258081
  43. Masa’deh, R., Obeidat, B. Y., & Tarhini, A. (2016). A Jordanian empirical study of the associations among transformational leadership, transactional leadership, know¬ledge sharing, job performance, and firm performance: A structural equation modell¬ing approach. Journal of Management Development, 35(5), 681–705. https://doi.org/10.1108/JMD-09-2015-0134
  44. Mauno, S., Kinnunen, U., &Ruokolainen, M. (2007). Job demands and resources as antecedents of work engagement: A longitudinal study. Journal of Vocational Behavior, 70(1), 149–171. https://doi.org/10.1016/j.jvb.2006.09.002
  45. Momeni, M., Ebrahimpour, H., & Ajirloo, M. B. (2014). Surveying the Impact of Inferential Organizational Justice on Innovative Work Behavior. Singaporean Journal of Business, Economics and Management Studies, 2(9), 1–8. https://doi.org/10.12816/0003900
  46. Nadiri, H., & Tanova, C. (2010). An investigation of the role of justice in turnover intentions, job satisfaction, and organizational citizenship behavior in hospitality industry. International Journal of Hospitality Management, 29(1), 33–41. https://doi.org/10.1016/j.ijhm.2009.05.001
  47. Onne Janssen. (2000). Job demands, perceptions of effort-reward fairness nd innovative work behavior. Journal of Occupational and Organizational Psychology, 287–302. https://doi.org/10.1016/j.aquaculture.2010.01.018
  48. Rao, M. S. (2014). Transformational leadership - an academic case study. Industrial and Commercial Training, 46(3), 150–154. https://doi.org/10.1108/ICT-07-2013-0043
  49. Raykov, M. (2014). Employer support for innovative work and employees’ job satisfaction and job-related stress. Journal of Occupational Health, 56(4), 244–251. https://doi.org/10.1539/joh.12-0192-OA
  50. Saks, A.M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology 21 (7), 600-619.
  51. Suryatman, H. (2015). Journal of Empowerment of State Apparatus Bureaucratic Reform Towards World-Class Government. Legal bureau and public information communication he ministry of management of state employees and bureaucracy reform. 5(5), 177-189.
  52. Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. Journal of Organi¬zational Behavior, 25(3), 293–315. https://doi.org/10.1002/job.248
  53. Shalhoop, J. H. (2004). Social-exchange as a mediator of the relationship between organizational justice and workplace outcomes. Dissertation Abstracts Interna-tional: Section B: The Sciences and Engineering, 64(10-B), 5264.
  54. Shortell, S. M., & Kaluzny, A. D. (2006). Health care management: Organization, design, and behavior. Clifton Park, NY: Thomson Delmar Learning.
  55. Silva, M.R., & Caetano, A. (2014). Organiza-tional justice: What changes, what remains the same? Journal of Organizational Change Management, 27(1), 23–40.
  56. Sonnentag, S. (2017). A task-level perspective on work engagement: A new approach that helps to differentiate the concepts of engagement and burnout. Burnout Research, 5, 12–20.
  57. Stamenkovic, S., Ratkovic Njegovan, B., & Vukadinovic, M. S. (2018). Intra-national diversity: Perception of organizational justice and ethical climate in organizations in Serbia. Cross Cultural and Strategic Management, 25(3), 425–442. https://doi.org/10.1108/CCSM-05-2017-0061
  58. Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25(3), 293–315. https://doi.org/10.1002/job.248
  59. Taris, T. W., Ybema, J. F., & Beek, I. van. (2017). Burnout and engagement: Identical twins or just close relatives? Burnout Research, 5, 3–11. https://doi.org/10.1016/j.burn.2017.05.002
  60. Tribunnews. (2017). Retrieved 28 July 2020, from https://www.tribunnews.com/bisnis/2017/08/30/sri-mulyani-ungkap-10-bumn-yang-rugi-karena-kalah-bersaing
  61. Wang, X., Liao, J., Xia, D., & Chang, T. (2010). The impact of organizational justice on work performance: Mediating effects of organizational commitment and leader-member exchange. International Journal of Manpower, 31(6), 660–677. https://doi.org/10.1108/01437721011073364
  62. Wojtczuk-Turek, A., & Turek, D. (2016). The significance of perceived social-organi-zation climate for creating employees’ innovativeness: The mediating role of person-organization fit. Management Research Review, 39(2), 167–195. https://doi.org/10.1108/MRR-11-2015-0268
  63. Wright, T. A., & Cropanzano, R. (1998). Emotional exhaustion as a predictor of job performance and voluntary turnover. Journal of Applied Psychology, 83(3), 486–493.
  64. Zafar Iqbal, M., Rehan, M., Fatima, A., & Nawab, S. (2017). The Impact of Organiza¬tional Justice on Employee Performance in Public Sector Organization of Pakistan. International Journal of Economics & Management Sciences, 06(03). https://doi.org/10.4172/2162-6359.1000431
Read More
Author biographies is not available.
Download this PDF file
PDF
Statistic
Read Counter : 461 Download : 788