چکیده:
The purpose of this paper is to determine the key drivers of innovative behavior of employees in hotel industry using evidence from a developing country. Measurement items were adapted from existing scales found in the organizational behavior literature. Academic colleagues reviewed the items for face validity and readability. The scales were evaluated for reliability, convergent validity, and discriminant validity using data collected in a survey of 3 and 4 star hotels in Tehran, Iran. A structural equation modeling procedure was applied to examine the drivers of employees’ innovative behavior in these hotels. The research model was tested empirically using a sample of 241 respondents who worked at the hotels during the period of research. The paper found that social responsibility, employee treatment, job satisfaction, organizational support, and organizational commitment have indirectly affected innovative behavior through organizational citizenship behaviors.
خلاصه ماشینی:
The paper found that social responsibility, employee treatment, job satisfaction, organizational support, and organizational commitment have indirectly affected innovative behavior through organizational citizenship behaviors.
Some of the tangible forms of organizational creative outcomes in the hotel industry include: product innovations, improved customer services, and continuous improvement (Wong & Pang, 2003).
At the individual level, a favorable corporate reputation helps employees form organizational identity, devote more effort at work (Martins, 2005) and experience a higher level of job satisfaction (Loureiro & Kastenholz, 2011).
In addition, employees who perceive high treatment reputation produce high job satisfaction, commitment, and retention to the organization (Kim & Brymer, 2011) that leads to other types of OCBs. Hui et al.
Employee-treatment reputation will be positively related to OCBs. Determinants of OCBs Various important antecedents of OCB have previously been examined, such as employees’ fairness perception, job satisfaction, managers’ leadership behaviors, and organizational task or individual characteristics (Sun et al.
The survey consisted of eight parts covering the following issues: (1) Social responsibility, (2) Employee treatment, (3) Affective commitment, (4) Job satisfaction, (5) Organizational Citizenship Behaviors (OCB), (6) Organizational support, (7) Innovative behavior, and (8) demographics.
These tests indicated the relationship among social responsibility, employee treatment, affective commitment, job satisfaction, organizational citizenship behaviors, organizational support, and innovative behavior.
(2009) who found strong relationships among social-responsibility, employee-treatment, and OCBs. Further, affective organizational commitment, employees’ job satisfaction, and perceived organizational support were found to be the key antecedents of OCBs in hotels.