Employee Innovative Behavior Enhancement: The Moderating Influence of Organizational Tenure

Abstract

This study aims to determine whether or not the innovative behavior of employees remains constant as their tenure with the organization increases, and if so, how this behavior can be improved. Our proposition posits that the promotion of innovativeness among employees can be facilitated by four key factors: reward fairness, perceived failure tolerance, communication openness, and work discretion. Moreover, we hypothesize that the tenure of personnel with the organization will moderate the impact of predictors. The information was gathered from 381 personnel of the Pakistani telecommunications industry. Two-step structural equation modeling demonstrates that each antecedent positively influences the innovativeness of employees. Additionally, tenure within the organization negatively moderates this effect. It was discovered that employees with shorter tenures with the organization exhibited higher levels of innovation. We advise organizations to foster an environment that promotes fairness, open communication, failure tolerance, and work discretion in order to encourage employees to engage in innovative behavior. Furthermore, in order to maximize the innovative potential of employees with longer tenures within the organization, they should receive specialized refresher training and lucrative incentives.