The Effect Of Organizational Justice On Employee Innovative Work Behavior

In today's corporate world,innovation has become a critical component for companies to thrive.As a result,in order to survive in an unpredictable and competitive market world,businesses search for ways to solve possibilities and challenges that lead to innovativeness.Adapting to chang e through innovativeness would allow businesses to compete and thrive in tough times,such as economic downturns and volatile market environments.When organizations employ innovativeness as a key component of their activities,they can stay afloat in the corporate world.However,in order to ensure innovativeness with in organization,particularly among employees,fairness is to be managed within the boundaries of the organization— organizational justice.It can be achieved having fairness in the distribution of resources among employees,fairness in procedures to reach solutions,fairness in interaction with employees,and fairness in providing information necessary for employees.By achieving these,organizations are on the verge to ensure that employees are embracing the innovativeness and depicting innovative work behavior.Organizations have discovered that they can leverage innovation by developing entrepreneurial skills in their workers,owing to the growing need for innovation at the individual,group,and organizational levels.This concept has made intrapreneurs a major focus in terms of business development and achieving innovative targets.Intrapreneurs are enablers of innovation for companies,and they do so by showing corporate entrepreneurship abilities.As a result,corporations are now realizing the importance of intrapreneurs and make the best of it.Intrapreneurs,on the other hand,are difficult to find among workers before they have achieved perceptual attention.When addressing intrapreneurs as a driver of innovation,the importance of a leader's actions in igniting innovative work behavior cannot be overlooked.The leader's behavior should be dependable,encouraging,and energizing.They can excite the future by acting in a manner that e ncourages,guides,and supports workers.Additionally,leaders shall be realists,admitting when they're mistaken,and avoiding roadblocks to progress are all part of their conduct.These characteristics are well fitted in within the concept of humble lead ers.Therefore,these leadership traits among humble leaders,when combined,help workers see the positive side of things and inspire them to pursue innovation.This study has analyzed the impact of each facet(distributive,procedural,interpersonal,and informational)of organizational justice on innovative work behavior.Also,the study have examined the moderating role of intrapreneurial personality among each facet of justice and innovative work behavior.Additionally,in combine,this study investigated the moderating role of leader humility among each facet of justice and innovative work behavior.Using questionnaire survey method in services sector of Pakistan,this study have analyzed the moderating role of intrapreneurial personality and leader humility,in combined,in relation between facet of justice and innovative work behavior.In order to examine the moderating relation,hierarchical regression has been used to test the hypothesis in SPSS along with validity analysis in AMOS.The study results showed a positive relationship between each independent variable with the dependent variable.That is,procedural justice,distributive justice,interpersonal justice,and informational justice have a positive and significant relation with innovative work behavior.Similarly,the results also indicated that intrapreneurial personality plays a significant positive moderating role in the relationship between each independent and dependent variable.The intrapreneurial personality intensifies the positive relation between procedural justice and innovative work behavior;distributive justice and innovative work behavior;interpersonal justice and innovative work behavior and informational justice and innovative work behavior,respectively.Likewise,the res ults also presented that leader humility moderates the relation between the independent and dependent variables.That is,leader humility strengthens the positive relationship between procedural justice and innovative work behavior;distributive justice an d innovative work behavior;interpersonal justice and innovative work behavior and informational justice and innovative work behavior,respectively.In aggregate,the study results supported each articulated hypothesis and have achieved each objective of the study distinctively.Most prominently,this study makes three major innovative achievements.First,this study analysis all dimensions(four-dimensional model)of organizational justice in an overarching model.Limited studies have compared all dimensio ns,in combined,of organizational justice impacting employee innovative work behavior.Second,this study extends the understanding of leader humility s a moderator,which previously has not been studied.Third,this study analyzes the moderating role of intrapreneurial personality that has not been studied substantially in literature.Hence,this study's innovative achievements eminently contribute to the existing literature using theoretical lenses— social exchange theory and signaling theory.In the later part of the dissertation,the practical implications and the study's limitations are mentioned to enable researchers to infer results with caution.Besides,the future avenues are also highlighted and discussed at the end of this study to extend,replicate,validate,and compare the study's existing model in different sectors,industries,countries,regions,and cultures.