Examining Impacts of Job Satisfaction and Mental Involvement for Increasing the Effectiveness of Innovative Work Behaviour

Abstract

Employee innovation has an innovative impact on organisational performance, but current research suggests that innovative work behaviour may have a detrimental impact on performance. Mental involvement at work leads to improved individual performance, which in turn helps the institution provide better services and results. The particular correlations between these three constructs have been studied in a limited number of research. A total of 180 personnel were recruited for this study, with 110 males and 70 women. The Innovative Work Behaviour Scale and the Job Satisfaction Scale were used to assess innovative work behaviour and job satisfaction, respectively. According to correlation studies, innovative work behaviour and job satisfaction are favourably associated. However, a company that can give possibilities for its employees to grow and innovate without feeling pressed at work will find that these individuals are more satisfied in their work and progressing the company. The findings also show that job satisfaction did not mediate the effect of job satisfaction on innovation behaviour, because the direct effect of mental involvement on innovative behaviour outweighed the indirect effect via job satisfaction.