Dataset Information

Contextual work design and employee innovative work behavior: When does autonomy matter?

ABSTRACT: In environments experiencing fast technological change in which innovative performance is expected, work design research has found that the degree of autonomy positively predicts behavioral and attitudinal work outcomes. Because extant work design research has tended to examine the direct and mediating effects of autonomy on work outcomes such as job satisfaction, examinations of more situational elements and the degree to which the organizational context strengthens or weakens this relationship has been neglected. This study, therefore, takes a context-contingent perspective to investigate the degree to which psychological climate dimensions such as supervisor support, organizational structure and organizational innovation moderate the effects of autonomy (work scheduling autonomy, work methods autonomy, decision-making autonomy) on employee perceived innovative work behavior (IWB). Using a conjoint experiment based on 9,440 assessments nested within 1,180 employees, it was found that all autonomy dimensions had a significant direct effect on employee perceived IWB. Contrary to the Hypotheses, the multi-level analysis did not reveal any moderating effect of the climate dimensions on the relationship between autonomy and employee IWB. This study provides a context-contingent view for the features of work design and gives a more detailed analysis of autonomy, which has previously been seen primarily as a unidimensional construct.

SUBMITTER: Theurer CP

PROVIDER: S-EPMC6171839 | biostudies-literature | 2018

REPOSITORIES: biostudies-literature

ACCESS DATA

Publications

Contextual work design and employee innovative work behavior: When does autonomy matter?

Theurer Christian P CP Tumasjan Andranik A Welpe Isabell M IM

PloS one 20181004 10

In environments experiencing fast technological change in which innovative performance is expected, work design research has found that the degree of autonomy positively predicts behavioral and attitudinal work outcomes. Because extant work design research has tended to examine the direct and mediating effects of autonomy on work outcomes such as job satisfaction, examinations of more situational elements and the degree to which the organizational context strengthens or weakens this relationship ...[more]

PMID: 30286104

Similar Datasets

Project description:BackgroundThe work connectivity behavior after-hours (WCBA) has become increasingly intense among Chinese employees in recent years, especially in the rapidly developed internet industry. This has made the after-hours work connectivity behavior, a popular topic in the organizational psychology field. Based on boundary theory, we explored the mechanism of after-hour work connectivity behavior on employees' psychological distress and identified the work-to-family conflict (WFC) as mediator. Besides, leader characteristics are essential environmental variables and always play as moderators, among which leader workaholism is prevalent in the internet industry. However, the impact of leader workaholism on employees' behavior is still inconsistent and even contradictory. Thus, this study further examines the moderating effect of leader workaholism between the after-hour work connectivity behavior and employees' psychological distress.MethodsWe conducted a multitime, multisource questionnaire survey in Internet companies in China. Before collecting the data, all participants were assured that their responses would be confidential and used only for academic research. At time 1, the team leader rated his or her workaholism, and team members rated WCBA. At time 2 (3 weeks later), team members were asked to complete the questionnaire containing scales of WFC, psychological distress. The two rounds of data collection resulted in 211 matched team leader-team member responses. We performed a path analysis using Mplus 7.4.ResultsBoth the duration and frequency of WCBA can positively predict employees' psychological distress through WFC (the mediating effect = 0.628, 95% CI = [0.593, 0.663]). Specifically, WCBA can increase the level of WFC, which leads to the employees' psychological distress further. Leader workaholism can negatively moderate the relationship between WCBA and WFC, further moderating the mediating effect of WFC.ConclusionsWork-to-family conflict played as a mediator in the relationship between WCBA and employees' psychological distress. These results may be helpful to recognize the negative effect of WCBA and the role of leader workaholism in the relationship.

Dataset Information

Contextual work design and employee innovative work behavior: When does autonomy matter?

Publications

Contextual work design and employee innovative work behavior: When does autonomy matter?

Similar Datasets

OmicsDI is part of the ELIXIR infrastructure

Tweets