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How And When Does Job Challenge Promote The Innovative Behaviour Of Public Sector Employees?

Author

Listed:
  • SHAKER BANI-MELHEM

    (Department of Management, College of Business Administration, University of Sharjah P.O. Box 27272, Sharjah, UAE)

  • RAWAN ABUKHAIT

    (#x2020;Department of Management, College of Business Administration, Ajman University P.O. Box 346, Ajman, UAE)

  • FARIDAHWATI MOHD. SHAMSUDIN

    (#x2021;School of Business Administration, Al Akhawayn University, P.O. Box 104, Hassan II Avenue 53000 Ifrane, Morocco)

  • MOHD AHMAD AL-HAWARI

    (Department of Management, College of Business Administration, University of Sharjah P.O. Box 27272, Sharjah, UAE)

Abstract

Previous research is inconclusive about when and how job challenge affects innovative behaviour. To address this inconsistency, we primarily draw on the job characteristics theory (JCT) and job demands–resources model (JD–R model) to examine the effect of job challenge on intrinsic motivation and employee innovative behaviour as well as the moderating role of supervisor coaching behaviour. We employ a time-lagged research design to collect data from 318 public sector employees in the UAE. Our finding offers support for a moderated mediation model in which job challenge has a positive and significant effect on innovative behaviour. The study also shows that the association between job challenge and innovative behaviour via intrinsic motivation is stronger under high supervisor coaching behaviour. The findings provide prescriptive insights into the critical role that supervisor coaching behaviours play in clarifying when and how job challenge affects innovative behaviour and indicate relevant managerial implications aimed at encouraging innovative behaviour in the public sector.

Suggested Citation

  • Shaker Bani-Melhem & Rawan Abukhait & Faridahwati Mohd. Shamsudin & Mohd Ahmad Al-Hawari, 2021. "How And When Does Job Challenge Promote The Innovative Behaviour Of Public Sector Employees?," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 25(06), pages 1-29, August.
    • Handle: RePEc:wsi:ijimxx:v:25:y:2021:i:06:n:s1363919621500699
    DOI: 10.1142/S1363919621500699
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