The Influence of Affective Commitment on the Employees Innovative

Work Behavior

Anggun Tiur Ida Sinaga

, Prihatin Lumbanraja

, Isfenti Sadalia

, Amlys Syahputra Silalahi

Doctoral program of Management, Universitas Sumatera Utara, Jl. Prof. T.M Hanafiah, SH, Medan, Indonesia

Department of Management, Universitas Sumatera Utara, Jl. Prof. T.M Hanafiah, SH, Kampus USU, Medan, Indonesia

Keywords: Affective Commitment, Innovative Work Behavior

Abstract: The extremely competitive and globalized business environment directs organizations torely on human capital

to be innovative. Innovative work behavior is progressively vital for organizations’ survival. Affective

Committed employees are needed for organizations to foster innovative behaviors. The purpose of this paper

is to examine the relationship between Affective commitment and employees’innovative behaviour. This

study recognized that Affective Commitment completely influences innovation work behavior, which

comprises idea generation in addition to idea implementation

1 INTRODUCTION

Innovation is highlighted as an important component

in the success and survival of any organization.

Innovation by employees is a stand out amongs the

ideal approaches to encourage organizational

achievement and survival (Mytelka &Smith, 2002;

Ven science & May, 2010). In this regard, managers

need to consider several antecedents to increase

innovation and creativity in the organization. In

considering innovation, organizations are required to

capitalize on employees’ innovative work behavior

which is interested subject and consideration of both

practitioner and researchers. There are some study

and literatures on innovative behavior regarding the

important role of innovative work behavior in the

success of organizations-such as Jafri (2010), Miron

et al. (2004), Pearce and Ensley (2004) and West and

Farr (1989). Moreover, promoting and fostering

innovative work behavior among employees is one of

the serious challenges faced by managers.

Researchers and practitioners therefore seek a clear

understanding of the antecedents of innovative

behavior. Organizations need to consider

fundamental factors, such as affective commitment.

Committed employees are a vital and fundamental

resource for the achievement and performance of

business organizations. A large number of studies on

organizational commitment have investigated the

antecedents and consequences of commitment. The

three forms of commitment – affective, continuance

and normative – have been investigated respectively

in previous research (Meyer and Allen, 1991; Cole

and Johnson, 2007). The literature indicated the role

of each form of commitment in both organizations

and employees’ performance. There is a vast amount

of research on each area of organizational

commitment, as well as on innovative behavior.

The concept of commitment has been defined as

a “force that binds an individual to a course of action

of relevance to one or more targets” (Meyer and

Herscovitch, 2001, p. 301). Meyer and Allen (1991)

proposed a three-component model of commitment

that differentiates between affective, normative and

continuous commitment. This study however,

exclusively focuses on affective commitment because

“it is the most widely studied, the most generalizable

across targets, and the most predictive of employee

innovative work behaviour” (Morin et al., 2011, p.

718). Affective commitment to a given target can be

broadly defined as an attachment to, identification

with and involvement in that particular target (Meyer

and Allen, 1997; Meyer and Herscovitch, 2001). It is

now well recognised that commitment is a

multifaceted construct, which can be directed towards

different constituencies located within and outside the

organization (Reichers, 1985; Becker et al., 1996).

This research will comprehend the role of

affective commitment on the linkage between

nnovation work behavior. Employees’ innovation

work behavior alludes to the advancement and

596

Ida Sinaga, A., Lumbanraja, P., Sadalia, I. and Silalahi, A.

The Inﬂuence of Affective Commitment on the Employees Innovative Work Behavior.

DOI: 10.5220/0009327305960601

In Proceedings of the 2nd Economics and Business International Conference (EBIC 2019) - Economics and Business in Industrial Revolution 4.0, pages 596-601

ISBN: 978-989-758-498-5

initiation of novel and helpful thoughts and executing

these thoughts into better than ever items,

administrations or methods for getting things done

(Baer, 2012; Wang & Holahan, 2017; Ven et al.,

2010). This is in accordance with past research, which

separated between thought generation and thought

implementation stage and consolidated these two

stages in a single develop named innovation behavior

(Baer, 2012; Baer, Oldham, & Cummings, 2003)

2 LITERATURE REVIEW AND

HYPOTHESES

DEVELOPMENT

2.1 Innovative Work Behavior

The necessity of innovation for organizational

survival has been mentioned by previous researchers,

such as Anderson et al. (2004), Miron et al. (2004),

Pearce and Ensley (2004) and West (2002). The

Organizations must harness the innovative work

behavior potential of their employees to create better

and novel ways to deal with highly dynamic and

competitive business environment. Innovative

organizations can gain a competitive advantage over

their innovative competition through their

employee’s ability to generate new ideas and use

these as building blocks for new and better products,

services and work processes. Many practitioners and

academics now endorse the view that employee

innovation work behavior helps to attain

organizational success (Van de Ven, 1986; Amabile,

1988; Axtell, Holman, Unsworth, Wall, Waterson

and Harrington, 2000; Smith, 2002; Unsworth and

Parker, 2003).). According to Van de Ven (1986),

“innovative work behavior” includes both technical

and administrative innovation. Technical innovation

refers to introduction and/or application of new

technologies, products and services, while

administrative innovations are considered to be the

introduction and/or application of new procedures

and policies. The review of related literature showed

that most previous studies on employees’ innovative

behavior were conducted at the organizational level.

Hence, several researchers suggested the need to

design more studies analyzing innovative behavior at

the individual level (O’Regan and Ghobadian, 2005;

Palmer, 2005; King and West, 1987).

Innovation work behavior is a recognition of

issues and beginning and deliberate demonstration of

new and valuable thoughts, include a set of behaviors

expected to create, dispatch and execute thoughts

with a plan to improve individual as well performance

(Hartog, 2007; Yang & Rui, 2009). Innovation work

behavior varies from employee creativity that

focusses on the revelation and generation of thoughts

(Hage, 1999). Malik, Butt, & Choi, (2015), Yoon et

al., (2015), Chen & Zhang, (2018) and Mumford et

al., (2002) define creativity as the way toward starting

a novel, new and valuable thoughts; while innovation

work behavior incorporates, set of exercises aimed at

recognition, advancement, adjustment, adoption, and

implementation of thoughts (Yoon & Choi,

2010;Fidan & Oztürk, 2015; Ven et al., 2010).

2.2 Organization Commitment

Organizational commitment of employees is defined

as the relationship between the individual and the

organization for which he or she works (Allen and

Grisaffe, 2001. The model of commitment was then

developed in 1987 by Meyer and Allen, in three

forms; affective commitment, continuance

commitment and normative commitment. The study

they conducted provided evidence that these

attitudinal commitment components (affective,

continuance and normative) were conceptually and

empirically separable, but were not necessarily inter-

correlated. There are many benefits to organizations

with committed employees, including cost reduction

(due to less turnover), better performance,less

absenteeism and higher productivity Jafri (2010).

Organizations need committed employees in order to

face the world wide competition. Organizational

commitment is a psychological state that binds an

employee to an organization. Two approaches have

been used to define the commitment by researchers:

One-dimensional approach and Multidimensional

approach. According to One dimensional approach,

organizational commitment refers to the relative

strength of the identification of the individual and his

or her involvement in a particular organization

(Porter, Steers, Mowday and Boulian, 1974). Multi

dimensional approach views organizational

commitment as a psychological state that consists of

three components – Affective, Continuance and

Normative Commitment (Allen and Meyer, 1990;

Meyer and Allen, 1997). It is called Three component

model of organizational commitment. Although there

is no absolute consensus on its measurements and its

consequences among different comprehensions of

organizational commitments in existing literatures,

the growing consensus is that organizational

commitment is a multidimensional construct. The

Three-component model of organizational

The Inﬂuence of Affective Commitment on the Employees Innovative Work Behavior

597

commitment has gained substantial popularity since

its inception (Wasti, 2005)

Our focus for this study is loyalty and attachment

of the employee with his/her organization for

generating adequate innovative work behaviour.

Hence, we have selected affective commitment.

Affective commitment is regarded as identifying with

the organization and hence being committed to

retaining membership to pursue his or her goals

(Meyer and Allen, 1991). It is defined as positive

feelings of identification, attachment and

involvement with the work organization (Meyer and

Allen, 1991). An individual who is affectively

committed to his or her organization might be more

likely to be attached to his or her organization to join

and be active in relevant work-related decision

2.2.1 Affective Commitment

Among the three forms of commitment, affective

commitment has been researched most. Affective

commitment is defined as an emotional attachment to

the organization (Cole and Johnson, 2007; Meyer and

Allen, 1991). Meyer and Allen (1991) defined

affective commitment as an emotional state of

identification with attachment to and involvement in

the organization. In other words, it is the situation

where an employee remains with the organization

because he or she wants to. Staying with the

organization is the result of providing positive work

experiences that the employee values and expects to

continue. It is a prediction of how work experiences

create an environment where employees

feel“comfort”(dependability within the

organization),and also personal competence, such as

job challenge (Meyer and Allen, 1991). Affective

commitment reflects the feelings employees develop

based on how they emotionally attach themselves to

and identifies with the organisation and its goals

(Meyer and Allen, 1997).

The study conducted by Thompson and Heron

(2006) indicated that employees who have affective

commitment tend to share knowledge and to be

innovative. Affective commitment of employees is

also studies in other directions; for instance the study

by Chughtai (2013) indicated that employees’

commitment to supervisor has the potential to

enhance employees’ learning, work engagement and

innovativeness. The prior research also examined the

indirect relationship between affective commitment

and innovative work behavior. For instance, the

research by Liu et al. (2011) was suggested that

positive and productive nature of interaction and

exchanges among employees may lead to a feeling of

commitment that in turn enhances sharing of

technical knowledge among team members which

may transform to innovative outputs and higher

project performance. There is a lot of research in the

area of commitment and innovative work behavior,

respectively, but according to Jafri (2010) there is a

lack of research on examining the relationship

between affective commitment and innovative work

behavior.

3 AFFECTIVE COMMITMENT

AND INNOVATIVE WORK

BEHAVIOR

Janssen (2000) contends that innovative work

behaviour consists of three interrelated behavioural

tasks: idea generation, idea promotion and idea

realisation. Idea generation refers to the formulation

of new ideas, which are in some way beneficial to the

organisation or the workgroup. Idea promotion entails

galvanizing support for these new ideas. The final

step in the innovation process is idea realisation,

which involves producing an innovation model that

can be applied within a work group or to the

organisation as a whole. Reseach indicates that

Affective commitment is associated with several

outcomes that are necessasry part of innovative work

behaviours. For instance Meyer and Allen (1991)

asserted that affective commitment plays a crutial role

in determining employee dedication and loyalty.

Affectively committed employees reflect high level

of a sense of belonging and identification. These are

the chracteristics that encourage employees to

involve in the organisational activities, to embrace the

organisation’s goals, and to remain with the

organisation (Amstrong, 2000; Meyer and Allen ,

1991. Morrow (1993) argued that achievement and

innovation orientation along with high desire of

performance improvement are chracteristics of highly

committed employees. Khan et al. (2010) argued that

commitment of employees can be an important

instrument for improving the performance of the

organizations. They found that commitment is

positively related related to job performance. Lew

and Sarawak (2011) found that lower commitment to

the organization may lead to increased intention to

quit. According to some researhers, innovation

requires a high level employee involvement and

participation (Damanpour, 1991; Hurley and Hult,

1998: 51; Mark and Akhtar, 2003; Schuler and

Jackson, 1987). Previous discussions indicated that

affective commitment increases the employees

EBIC 2019 - Economics and Business International Conference 2019

598

involvement and participation through loyalty and

identification with the organisations along with

organisational citizenship behaviour (Meyer et al.,

2002; Nehmeh, 2009). Based on these argument, it is

plausible to propose the following hypothesis:

Affective organisational commitment positively affect

individual innovation behaviour.

4 METHOD

Data were collected using a questionnaire that

contained measures of affective l commitment and

innovative work behavior from employees in public

service. A total of 229 participants were used as a

sample. Participants were drawn from employee of

public service in north Sumatera. The sample

technique is simple random sampling. Winarsunu

(2009) states that simple random sampling technique

is a technique that is done by giving the same

possibility for individuals who are members of the

population to be selected as research samples. The

simple regression was used to test the research

hypothesest with the SPSS 16.0 program( = 0.943)

5 RESULTS AND DISCUSSION

The results of the data analysis showed that the

correlation between affective comitment and

employee innovative work behavior of employee in

public sector in north Sumatera had a correlation

coefficient (rxy) = 0.42 at p = 0,000 (p <0.05) .

Significance value of 0,000 (p <0.05). This indicates

that there is a significant relationship between

affective commitment and innovative work behavior.

The result can show that, the higher the affective

commitment, the higher the employee work behavior

of the organization. Conversely, the lower the

affective commitment, the lower the employee w

innovative work behavior. These results indicate that

the hypothesis have positive relationship between

affective commitment and employee innovative

work behavior. The result also show that, affective

commitment has consistently been found to be related

to critical workplace behavior. The nature and

direction of the relationships are complex and depend

on context and the variables under consideration

(Mathieu and Zajac, 1990). From the result we can

say the affective commitment facilitates in creating a

strong belief in and acceptance of the goals and values

of an organization (Meyer et al., 2002). The affective

commitment also has been argued and shown to be

more strongly and more consistently associated with

organizational-relevant and employee-relevant

outcomes (Mathieu & Zjac, 1990; Meyer et al., 2002;

Solinger et al., 2008). Notably, there is evidence that

affective commitment is a critical precursor to

effective in-role and extra-role behaviors, such as task

performance (e.g., Meyer, & Herscovitch, 2001) and

organizational citizenship behaviors (Battistelli,

Galletta, Portoghese,& Vandenberghe, 2013). But

this result of this study contradict to Jafri (2010) there

is a lack of research on examining the relationship

between affective commitment and innovative

behaviour.

6 CONCLUSIONS

In the competitive business world, organizations are

struggling with two different issues – to survive and

to be successful among their competitors.

Organizations need to be innovative to compete with

their competitors, and they need committed

employees to stay with the organization, with

appropriate performance and innovativeness in their

work life. This study show a significant relationship

between affective commitment and employees’

innovative behavior. Employees with affective

commitment enjoy being in the organization; and

consequently this commitment means better attention

to organizational goals and the application of more

effort and positive performance, which lead these

employees to display innovative work behavior.

Affective commitment and feelings of attachment to

an organization may lead employees to have better

observation and analysis of work-related issues,

which encourage them to find new ways solving

issues and creating more innovative work behavior.

Hence, organizations need to put more effort into

sustaining or creating affective commitment among

employees.

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