Determinants of employee creative behavior in the UAE public sector

Abstract

PurposeService levels between public organizations in the United Arab Emirates (UAE) differ and fluctuate. Service levels were found to increase with the level of employee creative behavior (ECB), which is currently a focal point in organizational policies by the federal UAE government. While the literature presents an ample array of determinants of ECB, local context typically influences which determinants provide more leverage than others. Therefore, this research aims to present a customized ranking of determinants that enables managers in the UAE public sector to successfully stimulate ECB.Design/methodology/approachThrough a systematic literature review, this study identified 21 determinants at four different levels and subsequently utilized the analytic hierarchical process (AHP) to map their relative importance. Data were attained from 33 experts: managers and senior employees from different organizations.FindingsFindings indicate that, overall, the individual level is seen as the most important leverage point to stimulate ECB, followed by the team level. Comparing the determinants under each level, management support (organizational level) is perceived as the most impactful, followed by coworker support (team level), and enhancing creative self-efficacy (individual level).Originality/valueThis study compares obtained levels from other studies with new levels in building the AHP model. These insights guide managers in the UAE public sector who aim to enhance ECB, which will contribute to increased service quality. The study introduced a comprehensive ECB framework of 21 determinants. Even though many ECB studies applied in different countries and industries, but to researchers' knowledge, this is the first ECB study that applied at the UAE's public sector using the AHP model.

The impacts of a high commitment work system on well-being: the mediating role of organization support and employee work-life balance

“…The researcher found a positive and significant relationship between HCWS and employee well-being. HCWS is considered a set of HR practices that help to encourage employee commitment to an organization (Al Hosani et al , 2021). The more HR measures are in organizations, the more controlled the work environment might feel.…”

“…They show that most employees are satisfied with their current jobs, primarily citing nonfinancial factors such as a positive work environment and work that challenges them as individuals. On the other hand, a study shows that many public sector employees feel they cannot fulfil their individual potential, build relationships with colleagues and find purpose in their work (Al Hosani, 2023). Previous studies conducted in the United Arab Emirates (UAE) focused on the factors that affect happiness and found that they are mainly related to management support, organizational culture and human resource management (HRM) practices.…”

“…This study explores the impact of HCWSs on well-being mediated by organizational support and WLB in UAE public organizations. Al Hosani et al (2021) mentioned that workers in the public sector become committed during weekends, and their feeling of happiness is reduced on weekdays. An HCWS is often seen as a link between the employees and their organization that generates employee happiness and well-being.…”

Lean innovation training and transformational leadership for employee creative role identity and innovative work behavior in a public service organization

“…On the other hand, if such an employee were to score high on CRI, he or she may personalize any feedback regarding the value of creativity (Farmer et al , 2003): the perceived risks go beyond the loss of tangible rewards; it entails a potential loss of self and identity. A study by Al Hosani et al (2021) with (senior) managers from different public service organizations in the United Arab Emirates pointed to an individual’s creative self-efficacy and risk-taking as strong determinants for an employee’s IWB. Thus, if public-sector employees are motivated to develop the necessary skills and are inspired to change and learn, they are more likely to engage in IWB (Al Hosani et al , 2021; Mutonyi et al , 2020).…”

How having job impact leads to employee innovative behavior: a moderated mediation model of servant leadership and work meaningfulness

“…As demands for more efficient delivery of public services grow (Ibrahim and Al Falasi, 2014), so does the pressure for public sector employees to be innovative in their work behavior. By integrating relevant constructs from the organizational/management literature, such as prosocial job characteristics, we enhance the theoretical understanding of public sector innovation (Al Hosani et al, 2023;Houtgraaf, 2022) and offer practical insights. While we did not explore the consequences of IWB in this study, its potential impact on enhancing the value and delivery of public services is well-documented (Bani-Melhem et al, 2018).…”