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Job and work context elements in fostering employee creative behavior: exploring the moderating role of work passion

Published online by Cambridge University Press:  27 June 2022

Hazel Melanie Ramos ,
Michael Mustafa Open the ORCID record for Michael Mustafa [Opens in a new window]  and
Siti Khadijah Zainal Badri
Hazel Melanie Ramos
Affiliation:
Division of Organizational and Applied Psychology, University of Nottingham Malaysia, Jalan Broga, 43500 Semenyih, Selangor Darul Ehsan, Malaysia
Michael Mustafa*
Affiliation:
Division of Organizational and Applied Psychology, University of Nottingham Malaysia, Jalan Broga, 43500 Semenyih, Selangor Darul Ehsan, Malaysia
Siti Khadijah Zainal Badri
Affiliation:
Division of Organizational and Applied Psychology, University of Nottingham Malaysia, Jalan Broga, 43500 Semenyih, Selangor Darul Ehsan, Malaysia
*
*Corresponding author. E-mail: [email protected]
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Abstract

How does employees' work context and job characteristics influence their creative behavior? To explore this question, this study draws on the Job Demands – Job Resources (JD-R) model to examine the role of excessive work overload and training and development on employee creative behaviors. Additionally, the study explores whether employees' work passion mitigates or enhances the effects of work overload and training and development on their creative behavior. Data from 142 employee–supervisor dyads in a Singaporean telecommunications organization showed that work overload had a marginally significant positive effect on employee creative behavior. Additionally, employees' work passion was found to enhance the effects of training and development on their creative behavior. The study contributes to ongoing debates in the literature regarding how specific characteristics of one's job and targeted human resource practices may foster employee creativity.

Keywords

Creative behaviorSingaporetraining and developmentwork overloadwork passion
Type
Research Article
Information
Journal of Management & Organization , First View , pp. 1 - 20
Copyright
Copyright © The Author(s), 2022. Published by Cambridge University Press in association with the Australian and New Zealand Academy of Management

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