Organizational Justice, Leader Humility, and Service Employees’ Innovative Behavior in a Collectivistic Culture: The Case of Pakistan

Abbas, Wasim; Wu, Weiwei

doi:10.7819/rbgn.v23i1.4094

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Article • Rev. Bras. Gest. Neg. (Online) 23 (01) • Jan-Mar 2021 • https://doi.org/10.7819/rbgn.v23i1.4094 copy

Organizational Justice, Leader Humility, and Service Employees’ Innovative Behavior in a Collectivistic Culture: The Case of Pakistan

Authorship SCIMAGO INSTITUTIONS RANKINGS

Abstract

Purpose:

This study serves two purposes: first, it analyzes the effects of the overall perception of justice in service industry organizations on their employees’ innovative behavior; second, it investigates whether leader humility moderates the relationship between the aforementioned constructs.

Design/methodology/approach:

This study is quantitative in nature. A cross-sectional survey method was used to collect data from 359 respondents, and a PROCESS macro for SPSS was used for the moderation analysis.

Findings:

The results show that employees who perceive fairness within their organization will reciprocate with innovativeness and that humility is a positive factor that increases innovative behaviors.

Originality/value:

Few studies have addressed the effect of the overall perception of justice on individuals’ innovative behavior in service industries in developing economies and collectivist cultures. There is also a lack of empirical support regarding the role of leader humility in employees’ innovative behavior. This study provides new insights into service employees’ innovative behavior in a collectivist society and has implications for managers working in the services sector.

Keywords:
justice; service employees’ innovative behavior; leader humility; collectivist culture; developing economy

		N	Percentage (%)
Gender	Males	212	59.05
Gender	Females	147	40.94
Age group	25-29	125	34.81
	30-34	192	53.48
	35-39	37	10.30
	40-44	5	1.39
Marital status	Married	275	76.60
Marital status	Unmarried	84	23.39

Fit indices	GFI	CFI	RMSEA
Measurement model	0.95	.934	0.43
Threshold	>0.90	>.90	<0.10

Factor name	Items coding	Factor loading	Cronbach’s alpha	AVE	CR
Service Employees’ Innovative Behavior (SEIB)	ESIB1	0.83	0.84	0.71	0.92
	ESIB2	0.81
	ESIB3	0.80
	ESIB4	0.86
	ESIB5	0.85
Organizational Justice (OJ)	OJ1	0.85	0.79	0.71	0.92
	OJ2	0.83
	OJ3	0.88
	OJ5	0.89
	OJ6	0.72
	OJ4*	-	-	-	-
Leader Humility (LH)	LH1	0.79	0.89	0.70	0.95
	LH2	0.87
	LH3	0.87
	LH4	0.79
	LH5	0.87
	LH6	0.79
	LH7	0.82
	LH8	0.82
	LH9	0.87

Constructs	Mean	SD	SEIB	OJ	LH
SEIB	3.43	0.94	0.84*
OJ	3.62	0.82	0.22**	0.84*
LH	2.76	0.82	0.18**	0.14**	0.83*

Measures	Model 1	Model 2
Organizational justice ^a (OJ)	0.26 ***	0.26 ***
Leader humility ^b (LH)	-	0.16 **
Gender ^d	-	0.01
Marital status ^d	-	0.05
R	0.22	0.28
R²	0.05	0.08
F stat	19.71***	6.53***
Interaction: OJ x LH	-	0.14 ^c*
∆R²	-	0.0082
∆F	-	3.17***

Factor name	Items coding	Items
Service Employees’ Innovative Behavior (SEIB)	SEIB1	I come up with innovative and creative ideas.
	SEIB2	I try to propose my own creative ideas and convince others/customers.
	SEIB3	I seek new service techniques, methods, or skills.
	SEIB4	I provide suitable plans for developing new ideas.
	SEIB5	Overall, I consider myself to be a creative member of this firm.
Organizational Justice (OJ)	OJ1	Overall, I ‘m treated fairly by my organization.
	OJ2	In general, I can count on this organization to be fair.
	OJ3	In general, the treatment I receive around here is fair.
	OJ4	Usually, the way things work in this organization are not fair.
	OJ5	For the most part, this organization treats its employees fairly.
	OJ6	Most of the people who work here would say they are often treated unfairly.
Leader Humility (LH)	LH1	My manager actively seeks feedback, even if it is critical.
	LH2	My manager admits when he or she doesn’t know how to do something.
	LH3	My manager acknowledges when others have more knowledge and skills than him or her.
	LH4	My manager takes notice of others’ strengths.
	LH5	My manager often compliments others on their strengths.
	LH6	My manager shows appreciation for the unique contributions of others.
	LH7	My manager shows a willingness to learn from others.
	LH8	My manager shows he or she is open to the advice of others.
	LH9	My manager shows he or she is open to the ideas of others.

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[1] Responsible Editor:

Prof. Dr. Jesús Barrena