Fostering Creativity and Work Engagement Through Perceived Organizational Support: The Interactive Role of Stressors

Abstract

The increasing interest of organizations in innovating and surviving during stressful work environments has led scholars to ponder ways to increase employee’s creativity. The study aims to empirically examine the relationship between perceived organizational support (POS) and employee creativity through work engagement and the moderating effect of challenge and hindrance stressors. The theoretical lens of social exchange theory was used to explain the study framework. Data was collected from 324 marketing personnel of the beverage and telecom sector in Pakistan and analyzed using structural equation modeling (SEM) with AMOS. The findings revealed that the direct relationship between POS with work engagement and employee creativity and work engagement with employee creativity was significant. Interestingly, the moderator has shown a prominent effect, which illustrated that low hindrance stressors strengthened the relationship between POS and work engagement. The study contributes by enhancing the employee’s creativity by reducing stressful working environments in many ways.

Employee Engagement and Innovative Work Behavior Among Chinese Millennials: Mediating and Moderating Role of Work-Life Balance and Psychological Empowerment

“…Research findings showed that, as predicted, employee engagement was found to positively influence IWB among the millennial employees working in the service industry. Such a finding is consistent with extant literature (Mansoor et al, 2020;Arifin et al, 2021;Inam et al, 2021;Svensson et al, 2021). Similarly, Al-Ajlouni (2021) and Gemeda and Lee (2020) reported similar findings and advocated the relevance of EE in encouraging employees' IWBs.…”

“…Prior research indicated that EE has a significant positive influence on employees' IWB (Arifin et al, 2021). EE has a direct relationship with employee creativity among marketing personnel in the Pakistani context (Inam et al, 2021). Svensson et al (2021) underlined that EE is positively related to IWB.…”

Perceived Organizational Support and Creativity of Science-Technology Talents in the Digital Age: The Effects of Affective Commitment, Innovative Self-Efficacy and Digital Thinking

“…Since the formation of creativity not only requires individuals to be motivated to try, but also requires individuals to have the confidence and ability to break through, previous studies have mostly analyzed the factors influencing creativity at a single "willingness" level, such as calling 68 and work engagement. 16,17 This study further enriches the exploration of creativity influencing mechanisms by exploring the formation of creativity at both the "willingness" and "ability" levels.…”

“…15 In the digital era, science-technology talents with digital thinking can not only objectively view the organization's attitude toward them, as well as their status and value in the organization, and improve their emotional attachment to the organization, but they can also dialectically and critically view the vast amount of digital information, explore potentially useful information, improve resource utilization efficiency and innovation effectiveness, and enjoy innovative thinkers. The existing literature was primarily based on stressors, 16 work engagement, 17 and other perspectives to investigate the influencing factors of creativity without introducing elements of the digital era into the context of the digital era, and there were few studies on the creativity of science-technology talents, as well as the mechanism of the role of perceived organizational support and creativity in the digital environment.…”

How Transformational Leaders Are Engaged in Work Settings During Episode of Covid-19? Exploring Mediating Effects of Structural Empowerment and Process Innovation

“…Unlike exhausted and disengaged disgruntled employees, engaged leaders & show increased enthusiasm for work, they take initiatives at work and relish their time at work (Bakker et al, 2008). Inam et al (2021) highlights that organization intentions toward engagement and support of employees can create positive attitude among employees. It aids in doing their job uniquely as they feel valued and being cared.…”