The Influence of Job Autonomy and Feedback Frequency on Employee’s Innovative Work Behavior

Abstract

This study looks into the decisive role played by job design features in promoting innovation in organizations with more emphasis being given to the role of job autonomy and frequency of feedback in influencing the innovative work behavior of employees. The study is based on the Self-Determination Theory and the recent literature on the topic of work design, which explores the personal and joint impact of these factors in the framework of higher educational institutions. A quantitative and cross-sectional methodology was adopted and the data was collected through a structured questionnaire involving academic and administrative staff. Results indicate that both job autonomy and frequency of feedback are positive predictors of innovative work behavior that are significant. It has been shown that the relationship between high levels of autonomy and regular, developing feedback is of particularly high synergistic relationship, implying that innovative behavior is best stimulated by such a combination. The study, however, also finds a major diagnostic consideration of the interdependence of these predictors. The findings underscore the need to have a configurational approach to leadership and job design, whereby provision of discretion is effectively complemented with supportive communication channels to supportively develop an innovative work force in a systematic manner.

Keywords: Job Autonomy, Feedback Frequency, Innovative Work Behavior.