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Personal Values and Innovative Behavior of Employees.

ABSTRACT: Innovations are based on the good ideas of individuals; therefore, it is very important to better understand the role that individuals and their personal characteristics play in innovative initiatives. The aim of the current study was to test the relationships between employees' personal values and their innovative behavior. It was hypothesized that these relationships are mediated by an employee's job autonomy. We integrated Schwartz's basic human values theory with the notion that job autonomy is an important job characteristic that can be redesigned to better fit employees' preferences. The study results (obtained from 263 employees in different branches) showed that openness to change and self-enhancement values are positively related to job autonomy, whereas conservation and self-transcendence values are negatively related to job autonomy, which confirms that personal values are important in explaining autonomy in the workplace. In addition, employees' self-enhancement values are positively related to their innovative behavior, while conservation and self-transcendence values are negatively related to innovative behavior. Mediation analysis with a bias-corrected bootstrapping method showed that job autonomy is a significant mediator of the relationships between employees' personal values (except for openness to change) and their innovative behavior. Our research extends the theory of basic human values, showing that values serve as a personal basis for innovative behavior. Our results also contribute to the innovation research by demonstrating the importance of personal values and job autonomy for innovative behavior in organizations.

SUBMITTER: Purc E

PROVIDER: S-EPMC6482311 | biostudies-other | 2019

REPOSITORIES: biostudies-other

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Personal Values and Innovative Behavior of Employees.

Purc Ewelina E Laguna Mariola M

Frontiers in psychology 20190418

Innovations are based on the good ideas of individuals; therefore, it is very important to better understand the role that individuals and their personal characteristics play in innovative initiatives. The aim of the current study was to test the relationships between employees' personal values and their innovative behavior. It was hypothesized that these relationships are mediated by an employee's job autonomy. We integrated Schwartz's basic human values theory with the notion that job autonomy ...[more]

PMID: 31057470

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Project description:BackgroundIn the domain of health services, little research has focused on how organizational culture, specifically internal market-oriented cultures (IMOCs), are associated with organizational climate resources, support for autonomy (SA), and whether and how IMOCs and SA are either individually or in combination related to employee perceptions of the attractiveness of the organization and their level of innovative behavior. These knowledge gaps in previous research motivated this study.MethodsA conceptual model was tested on a sample (N = 1008) of hospital employees. Partial least-squares structural equation modeling (PLS-SEM) was employed to test the conceptual models, using the SmartPLS 3 software. To test the mediator effect, a bootstrapping test was used to determine whether the direct and indirect effects were statistically significant, and when combining two tests, to determine the type of mediator effect.ResultsThe results can be summarized as four key findings: i) organizational culture (referring to an IMOC) was positively and directly related to SA (β = 0.87) and organizational attractiveness (β = 0.45); ii) SA was positively and directly related to both organizational attractiveness (β = 0.22) and employee individual innovative behavior (β = 0.37); iii) The relationships between an IMOC, SA, and employee innovative behavior were all mediated through organizational attractiveness; and iv) SA mediated the relationship between the IMOC and organizational attractiveness as well as that between the IMOC and employee innovative behavior.ConclusionsOrganizational culture, IMOC, organizational climate resources, and SA were highly correlated and necessary drivers of employee perceptions of organizational attractiveness and their innovative behavior. Managers of hospitals should consider IMOC and SA as two organizational resources that are potentially manageable and controllable. Consequently, managers should actively invest in these resources. Such investments will lead to resource capitalization that will improve both employee perceptions of organizational attractiveness as well as their innovative behavior.

Dataset Information

Personal Values and Innovative Behavior of Employees.

Publications

Personal Values and Innovative Behavior of Employees.

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