Employee strengths use and innovative behavior: a moderated mediation model

Abstract

Purpose This study aims to investigate the mediating role of positive affect and the moderating role of deficit correction in the relationship between employee strengths use and innovative behavior. Design/methodology/approach This study adopted a three-wave research design to gather data. A convenience sample of 189 employees working in diverse organizations in China was applied to examine the hypotheses. Findings The results indicated that employee strengths use was positively related to innovative behavior, and positive affect mediated the relationship between employee strengths use and innovative behavior. In addition, deficit correction enhanced the direct relationship of employee strengths use with positive affect and the indirect relationship of employee strengths use with innovative behavior through positive affect. Originality/value The current study contributes to the existing literature on employee strengths use-innovative behavior relationships by revealing positive affect as a mediator and deficit correction as a moderator between employee strengths use and innovative behavior.

Employee psychological reactions to micro-corporate social responsibility and societal behavior: A structural equation modeling analysis

“…The contemporary stems of interdisciplinary management science research investigating the associations of employees psychological reactions such as commitment, emotion, pride, respect, honor, satisfaction, identity, engagement, attitude, and organizational and socially responsible behaviors such as value co-creation behavior (Hur et al, 2021 ), productive behavior (Jurek & Besta, 2021 ), pro-environmental behavior (Cheema et al, 2020 ), innovative behavior (Ding et al, 2021 ), work addiction behavior (Brieger et al, 2020 ), extra-role behavior (Chaudhary, 2020 ), pro-citizenship behavior (Rice et al, 2021 ), green behavior (Kim et al, 2019 ), societal happiness (Chia et al, 2020 ), and societal behavior (SB; De Roeck & Farooq, 2018 ) have been expanded in the micro-corporate social responsibility (CSR) studies (Barnett et al, 2020 ; Hill et al, 2021 ; Hur et al, 2021 ; Jurek & Besta, 2021 ; Mahmud et al, 2021a , b ; Maon et al, 2021 ; Moon et al, 2020 ). CSR as a broad area of study is popularly identified as “the commitment of business to contribute to sustainable economic development, working with employees, their families and the local communities” (World Business Council for Sustainable Development, 2001 ).…”

A study on the mechanisms of strengths-based psychological climate on employee innovation performance: a moderated mediation model

“…Organisations applying strengths use interventions to convey information and messages that making good use of strengths at work is encouraged and appreciated, which, in turn, leads to giving more back to the organisation in the form of positive workplace outcomes, innovation performance in this study . By implementing strengths-based interventions, organisations may create a supportive and open working environment, recognising and appreciating employee talents and strengths for further growth that may lead to more innovation performance (Ding et al, 2020). Therefore, this research suggests that a strengths-based psychological climate, where individuals feel appreciated and recognised due to exerting their strengths at work, may facilitate their feelings of self-worth, respect and competence, which, in turn, will result in better innovation performance.…”

“…According to the JD-R model, job resources characterised by gain spirals, generate additional resources that are beneficial to improve employee positive outcomes at work through psychological motivation process (Bakker and Demerouti, 2017;Ding et al, 2018Ding et al, , 2020. Strengths-based psychological climate as one job resource represents individual perceptions towards organisational strengths-based interventions to develop their strengths may further influence individual attitudes and behaviour (Bakker and Demerouti, 2017;Ding et al, 2018).…”

“…The perceptions of strengths identification, development and deployment in the workplace tend to positively affect employee engagement (van Woerkom and Meyers, 2015;van Woerkom et al, 2020). Employee engagement as a key indicator of their well-being at work can be seen as a significant antecedent of individual innovation performance (Ding et al, 2020). Employees Moderated mediation model may experience pleasurable states and generate feelings of vitality and competence if they perceive capitalising on their strengths at work (Miglianico et al, 2019;van Woerkom et al, 2020).…”

“…Employees Moderated mediation model may experience pleasurable states and generate feelings of vitality and competence if they perceive capitalising on their strengths at work (Miglianico et al, 2019;van Woerkom et al, 2020). Previous literature started to focus on the link between certain strengths-based interventions and employee innovation performance (Fu, 2017;Ding et al, 2020). For innovation to engender in the workplace, organisations have to develop innovation activities by means of strengths-based practices in staffing, training, performance appraisal and the like to encourage employees to commit to the innovation process.…”