Effects of perceived role clarity on innovative work behavior: a multiple mediation model

Kundu, Subhash C.; Kumar, Sandeep; Lata, Kusum

doi:10.1108/RAUSP-04-2019-0056

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Research Paper • RAUSP 55 (4) • Oct-Dec 2020 • https://doi.org/10.1108/RAUSP-04-2019-0056 linkcopy

Effects of perceived role clarity on innovative work behavior: a multiple mediation model

Authorship SCIMAGO INSTITUTIONS RANKINGS

Abstract

Purpose The purpose of this study is to assess the effect of perceived role clarity on innovative work behavior (IWB) through the mediation of intrinsic motivation and job involvement.

Design/methodology/approach The data were gathered from 613 employees belonging to 196 organizations operating in India. Data were analyzed using statistical tools such as exploratory and confirmatory factor analysis, multiple regressions and bootstrapping via PROCESS.

Findings Initially, the results of correlation and multiple regression analyses indicated that the perceived role clarity has positive relation with intrinsic motivation, job involvement and IWB. Further, bootstrap analysis revealed that intrinsic motivation and job involvement individually and serially mediate the effect of perceived role clarity on IWB.

Research limitations/implications The study highlights the importance of the perceived role clarity in developing positive work attitudes and innovative behavior among employees. Self-reported survey and cross-sectional design are the limitations of the current study.

Practical implications The study suggests that organizations should strive constantly to enhance perceptions of role clarity among employees so that they remain motivated and involved in their jobs and exhibit innovative behavior at work.

Originality/value To the best of the authors’ knowledge, this is the only study to test the impact of perceived role clarity on IWB with the serial mediation of intrinsic motivation and job involvement.

Perceived role clarity; Intrinsic motivation; Job involvement; Serial mediation innovative work behavior; India

Variables	Categories	No.	(%)	Average
Gender	Female	75	12.2
	Male	538	87.8
	Total	613	100.0
Sector	Private	411	67.0
	Public (government)	202	33.0
	Total	613	100.0
Ownership	Indian	531	86.6
	MNCs/collaborates	82	13.4
	Total	613	100.0
Nature	Service company	396	64.6
	Manufacturing company	217	35.4
	Total	613	100.0
Education	Postgraduate	227	37.0
	Undergraduate	386	63.0
	Total	613	100.0
Age	Under 25 years	105	17.1
	26-30 years	250	40.8
	31-40 years	159	25.9	31.22
	41-50 years	53	8.6
	51-60 years	45	7.3
	Above 60 years	1	0.2

Factors and measurement items	EFA loadings	CFA loadings	Cronbach’s alpha	Composite reliability	Average variance extracted	Maximum shared variance	Average shared variance
Perceived role clarity			0.834	0.835	0.505	0.349	0.333
I know how my performance is going to be evaluated	0.783	0.739
I feel certain about the level of authority I have	0.744	0.704
I know exactly what is expected of me in my job	0.729	0.756
Clear planned goals/objectives exist for my job	0.672	0.742
I know what my responsibilities are	0.660	0.599
Intrinsic motivation			0.809	0.817	0.600	0.336	0.291
I enjoy finding solutions to complex problems	0.816	0.731
I enjoy creating new procedures for work tasks	0.811	0.864
I enjoy improving existing processes or products	0.705	0.721
Job involvement			0.859	0.861	0.555	0.349	0.289
To me, this job is a very large part of who I am	0.777	0.723
The most important things that happen to me involve this job	0.769	0.782
I am very much personally involved with this job	0.768	0.765
This job is a very important part of my life	0.756	0.786
Most of my interests are centered around this job	0.693	0.661
Innovative work behavior			0.810	0.813	0.521	0.325	0.314
I show innovative and creative behaviors	0.766	0.745
I am able to take the risk of being innovative and creative	0.748	0.787
I am able to search for new working methods, techniques or instruments	0.740	0.674
I am able to anticipate problems and opportunities	0.640	0.676

Variables	No. of items	Mean	SD	1	2	3	4	5	6	7
Gender	–	0.88	0.328	–
Education	–	0.63	0.483	0.105**	–
Age	–	2.49	1.108	0.178***	−0.047	–
Perceived role clarity	5	3.984	0.641	0.069	−0.010	0.065	–
Intrinsic motivation	3	3.960	0.634	0.071	−0.021	0.006	0.492***	–
Job involvement	5	3.905	0.675	0.082*	0.065	0.102*	0.505***	0.388***	–
Innovative work behavior	4	3.991	0.601	0.005	−0.005	0.069	0.472***	0.473***	0.470***	–

	Intrinsic motivation	Job involvement		Innovative work behaviour
Independent variables	Model 1	Model 2	Model 3	Model 4	Model 5	Model 6
Gender	0.046	0.028	0.033	−0.036	−0.043	−0.034
Education	−0.022	0.071	0.062	0.006	0.013	−0.031
Age	−0.036	0.068	0.088*	0.044	0.074	0.025
Perceived role clarity	0.491***	0.500***	–	0.471***	–	–
Intrinsic motivation	–	–	0.387***	–	0.476***	–
Job involvement	–	–	–	–	–	0.472***
R ²	0.245	0.266	0.165	0.225	0.230	0.224
Adjusted R²	0.240	0.261	0.160	0.220	0.225	0.219
F statistic	49.373***	55.123***	33.516***	44.203***	45.446***	43.785***

	Intrinsic motivation	Job involvement	Innovative work behaviour
Independent variables	Model 7	Model 8	Model 9	Model 10
Gender	0.089 (0.069)	0.039 (0.072)	−0.101 (0.061)	−0.065 (0.067)
Education	−0.029 (0.046)	0.104* (0.048)	−0.008 (0.041)	0.007 (0.044)
Age	−0.020 (0.020)	0.045* (0.021)	0.019 (0.018)	0.024 (0.019)
Perceived role clarity	0.485*** (0.035)	0.429*** (0.041)	0.193*** (0.038)	0.442*** (0.033)
Intrinsic motivation	–	0.198*** (0.041)	0.259*** (0.036)	–
Job involvement	–	–	0.231*** (0.034)	–
R	0.495	0.540	0.593	0.474
R ²	0.245	0.292	0.352	0.225
F statistic	49.373***	50.178***	54.859***	44.208***

S. No.	Indirect effects	Effect	Standard error	Boot LLCI	Boot ULCI
	Total Effect	0.248	0.028	0.194	0.307
Ind1	Perceived role clarity → intrinsic motivation → IWB	0.126	0.024	0.081	0.177
Ind2	Perceived role clarity → intrinsic motivation → job involvement → IWB	0.022	0.007	0.009	0.039
Ind3	Perceived role clarity → job involvement → IWB	0.099	0.020	0.063	0.144

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[TFN1] ^Notes:
Number of organizations included: 196. MNCs/collaborates here represent multinational corporations