When does motivation to learn reduce innovative behavior? An examination of mediated-moderation model

Linking job crafting, innovation performance, and career satisfaction: The mediating role of work engagement

BACKGROUND

The demand for innovation and satisfaction is increasing rapidly due to technological advancement and the fast-changing business environment.

OBJECTIVE

The purpose of this article is to investigate how job crafting augments work outputs (i.e., innovation performance and career satisfaction) through work engagement.

METHODS

Data were collected from 477 workers working in the Pakistan manufacturing sector. A structural equation modeling technique was used to investigate the mediation model.

RESULTS

Job crafting has a direct and indirect association with innovation performance and career satisfaction - via employees' work engagement. Additionally, the mediating impact was stronger for innovation performance than for career satisfaction. The findings advocate that managers should pay attention to employees' job crafting to improve employees' work engagement in manufacturing organizations. To improve employees' innovation performance and career satisfaction via work engagement, it is important to improve organization-wide job crafting in traditional manufacturing organizations. Strategic and managerial actions related to job crafting might boost employees' engagement in the organization that environments provide incessantly better outcomes.

CONCLUSION

By linking job crafting and work engagement to their attitude towards career satisfaction and innovation performance in Pakistani manufacturing firms, this study adds a new dimension to the study of Pakistani manufacturing employees and typically to the best practices in career debates. This knowledge is important and unique because it accentuates that in addition to work engagement, which focuses primarily on employee growth in the organization, job crafting should also be given equal importance to advance manufacturing employees' outcomes.

How Does Collective Moral Judgment Induce Unethical Pro-Organizational Behaviors in Infrastructure Construction Projects: The Mediating Role of Machiavellianism

The sustainable development of infrastructure construction projects heavily depends on favorable cooperation of all parties and ethical code of conduct, while Un-ethical pro-organizational behavior (UPB) may undermine the mutual efforts and cause serious consequences. UPB has aroused wide interest of researchers, but what may trigger construction employees to engage in UPB at team-level has not been elucidated completely. With information asymmetry and huge uncertainty, the behaviors of employees in temporary project teams are marked by environmental and personal characters. The study discusses the influences of collective moral judgement focus on self (CMJS) and Machiavellianism on UPB. Through a moderated mediation analysis conducted on a set of survey data from Chinese construction projects, the empirical results of the two-level hierarchical linear model indicate that CMJS positively impacts UPB directly, and meanwhile Machiavellianism acts as a partial mediator in the relationship between CMJS and UPB. The findings also reveal that performance-avoidance goal orientation (PAGO) and motivation to learn (MTL) moderate and strengthen the relationship between Machiavellianism and UPB. The study offers practical suggestions for both project managers and policymakers of construction projects.

Impact of Agile Learning on Innovative Behavior: A Moderated Mediation Model of Employee Engagement and Perceived Organizational Support

This study analyzed learning agility, employee engagement, perceived organizational support (POS), and innovative behavior related to the development of innovative environment and the mental and psychological health of employees. A substantial body of research has examined the antecedents of innovative behavior of employees in their work environment, but our current understanding of how learning and motivational aspects of employees synthetically influence the innovative behavior remains incomplete. To address this gap, we developed and tested a moderated mediation model of the relationship between learning agility and employee engagement, POS, and innovative behavior. Following the job-demand resource model, componential theory, and social exchange theory, our postulated model predicted that the mediating effect of employee engagement on the relationship between learning agility and innovative behavior would be moderated by POS. The result of the analysis of the data on 331 corporate employees in South Korea supported this model. Specifically, learning agility was related to innovative behavior, while employee engagement mediated the relationship between learning agility and innovative behavior; POS strengthened the positive effect of learning agility on innovative behavior via employee engagement. We also discuss the implications of the results, future direction, and limitations of this study based on these findings.