CAPITAL UNIVERSITY OF SCIENCE AND

TECHNOLOGY, ISLAMABAD

Impact of Person-job Fit on

Innovative Work Behavior with
Mediating Role of Psychological
Meaningfulness and Moderating
Role of Trust in Management
by
Sana Samson
A thesis submitted in partial fulfillment for the
degree of Master of Science

in the
Faculty of Management & Social Sciences
Department of Management Sciences

2020
 i

Copyright c 2020 by Sana Samson

All rights reserved. No part of this thesis may be reproduced, distributed, or

transmitted in any form or by any means, including photocopying, recording, or
other electronic or mechanical methods, by any information storage and retrieval
system without the prior written permission of the author.
 ii

“Dedicated to my parents and siblings for their never-ending support and

unconditional love”
 CERTIFICATE OF APPROVAL

Impact of Person-job Fit on Innovative Work Behavior

with Mediating Role of Psychological Meaningfulness and
Moderating Role of Trust in Management

by
Sana Samson
(MMS181017)

THESIS EXAMINING COMMITTEE

S. No. Examiner Name Organization

(a) External Examiner Dr. Khurram Shahzad RIU, Islamabad
(b) Internal Examiner Dr. S. M. Raza Naqvi CUST, Islamabad
(c) Supervisor Dr. Sajid Bashir CUST, Islamabad

Dr. Sajid Bashir

Thesis Supervisor
July, 2020

Dr. Mueen Aizaz Zafar Dr. Arshad Hassan

Head Dean
Dept. of Management Sciences Faculty of Management & Social Sciences
July, 2020 July, 2020
 iv

Author’s Declaration
I, Sana Samson hereby state that my MS thesis titled “Impact of Person-job
Fit on Innovative Work Behavior with Mediating Role of Psychological
Meaningfulness and Moderating Role of Trust in Management” is my
own work and has not been submitted previously by me for taking any degree
from Capital University of Science and Technology, Islamabad or anywhere else in
the country/abroad.

At any time if my statement is found to be incorrect even after my graduation,

the University has the right to withdraw my MS Degree.

(Sana Samson)
Registration No: MMS181017
 v

Plagiarism Undertaking
I solemnly declare that research work presented in this thesis titled “Impact of
Person-job Fit on Innovative Work Behavior with Mediating Role of
Psychological Meaningfulness and Moderating Role of Trust in Man-
agement” is solely my research work with no significant contribution from any
other person. Small contribution/help wherever taken has been duly acknowledged
and that complete thesis has been written by me.

I understand the zero tolerance policy of the HEC and Capital University of Science
and Technology towards plagiarism. Therefore, I as an author of the above titled
thesis declare that no portion of my thesis has been plagiarized and any material
used as reference is properly referred/cited.

I undertake that if I am found guilty of any formal plagiarism in the above titled
thesis even after award of MS Degree, the University reserves the right to with-
draw/revoke my MS degree and that HEC and the University have the right to
publish my name on the HEC/University website on which names of students are
placed who submitted plagiarized work.

(Sana Samson)
Registration No: MMS181017
 vi

Acknowledgements
“In the name of Allah, the Most Gracious, the Most Merciful”. First of all I am
really grateful to Allah, the Almighty for empowering me and inculcating skills,
knowledge and endless effort in me to complete my MS final thesis.

I am grateful to my institute Capital University of Science and Technology (CUST)

Islamabad, Pakistan which provides us with such a great teachers, who has been
very kind and helping during the academic year. I would like to give my sincere
appreciation to my supervisor Dr. Sajid Bashir for his guidance and continuous
encouragement all through the way to accomplish the degree. This research would
not have been possible without his continued assistance. Dr. Arshad Hassan
(Dean, Faculty of Management and Social Sciences) for providing a healthy and
learning environment. I would like to thank fellow graduate students in my pro-
gram. They also helped and supported me a lot these years. I am also thankful
to my family, friends and all those who encouraged and helped me in completing
every task that I had to do for my research work.

(Sana Samson)
Registration No: MMS181017
 vii

Abstract
The aim of this study was to investigate the impact of person-job fit on innovative
work behavior with mediating role of psychological meaningfulness and trust in
management as a moderator. This study examines the linkages based on Person-
Environment fit theory. Data were collected from 297 respondents working in
various private hospitals in Pakistan using quantitative research approach. Data
were gathered from different private hospitals in Rawalpindi and Islamabad. Re-
search design consists of questionnaire survey. Analysis was done using SPSS.
Results show that person-job fit has positive and significant impact on innovative
work behavior. Whereas mediating role of psychological meaningfulness between
person-job fit and innovative work behavior of employees was also supported by
results, while trust in management was found insignificant as a moderator.

Keywords: Person-job Fit, Psychological Meaningfulness, Trust in Man-

agement, Innovative Work Behavior.
Contents

Author’s Declaration iv

Plagiarism Undertaking v

Acknowledgements vi

Abstract vii

List of Figures xi

List of Tables xii

List of Abbreviations xiii

1 Introduction 1
1.1 Background of the Study . . . . . . . . . . . . . . . . . . . . . . . . 1
1.2 Gap Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1.3 Problem Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
1.4 Research Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
1.5 Research Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
1.6 Significance of the Study . . . . . . . . . . . . . . . . . . . . . . . . 7
1.7 Supporting Theory . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

2 Literature Review 12
2.1 Person-job Fit and Innovative Work
Behavior . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
2.2 Person-job Fit and Psychological Meaningfulness . . . . . . . . . . . 16
2.3 Psychological Meaningfulness and Innovative Work Behavior . . . . 20
2.4 Mediating Role of Psychological Meaningfulness Between Person-
job Fit and
Innovative Work Behavior . . . . . . . . . . . . . . . . . . . . . . . 21
2.5 Moderating Role of Trust in Management between Psychological
Meaningfulness and Innovative Work Behavior . . . . . . . . . . . . 24
2.6 Research Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
2.7 Research Hypotheses . . . . . . . . . . . . . . . . . . . . . . . . . . 28

viii
 ix

3 Methodology 29
3.1 Nature of Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
3.2 Procedure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
3.3 Population . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
3.4 Sampling technique . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
3.4.1 Sample Characteristics . . . . . . . . . . . . . . . . . . . . . 32
3.4.1.1 Age . . . . . . . . . . . . . . . . . . . . . . . . . . 33
3.4.1.2 Experience . . . . . . . . . . . . . . . . . . . . . . 34
3.4.1.3 Gender . . . . . . . . . . . . . . . . . . . . . . . . 34
3.4.1.4 Qualification . . . . . . . . . . . . . . . . . . . . . 35
3.5 Instrumentation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
3.6 Measures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
3.6.1 Person-job Fit . . . . . . . . . . . . . . . . . . . . . . . . . . 37
3.6.2 Psychological Meaningfulness . . . . . . . . . . . . . . . . . 38
3.6.3 Trust in Management . . . . . . . . . . . . . . . . . . . . . . 38
3.6.4 Innovative Work Behavior . . . . . . . . . . . . . . . . . . . 38
3.7 Statistical Tool . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
3.8 Pilot Testing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
3.9 Reliability Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
3.10 Data Analysis Technique . . . . . . . . . . . . . . . . . . . . . . . . 40
3.11 Research Ethics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41

4 Analysis and Findings 42

4.1 Confirmatory Factor Analysis . . . . . . . . . . . . . . . . . . . . . 42
4.2 Descriptive Statistics . . . . . . . . . . . . . . . . . . . . . . . . . . 43
4.3 Correlation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . 44
4.4 Regression Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
4.5 Testing Theoretical Relationships . . . . . . . . . . . . . . . . . . . 47
4.5.1 Mediation Analysis . . . . . . . . . . . . . . . . . . . . . . . 48
4.5.2 Moderation Analysis . . . . . . . . . . . . . . . . . . . . . . 49
4.6 Summary of Accepted/Rejected Hypothesis . . . . . . . . . . . . . 50

5 Discussion and Conclusion 51

5.1 Discussion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
5.1.1 Hypothesis 1 . . . . . . . . . . . . . . . . . . . . . . . . . . 51
5.1.2 Hypothesis 2 . . . . . . . . . . . . . . . . . . . . . . . . . . 52
5.1.3 Hypothesis 3 . . . . . . . . . . . . . . . . . . . . . . . . . . 53
5.1.4 Hypothesis 4 . . . . . . . . . . . . . . . . . . . . . . . . . . 54
5.1.5 Hypothesis 5 . . . . . . . . . . . . . . . . . . . . . . . . . . 55
5.2 Theoretical contributions . . . . . . . . . . . . . . . . . . . . . . . . 56
5.3 Managerial Implications . . . . . . . . . . . . . . . . . . . . . . . . 57
5.4 Limitations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
5.5 Future Research Directions . . . . . . . . . . . . . . . . . . . . . . . 60
5.6 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
 x

Bibliography 62

Appendix A 78
List of Figures

2.1 Research Model of Person job-fit, its impact on Innovative work

behaviour; with a mediating role of Psychological meaningfulness
and Moderating role of Trust in Management . . . . . . . . . . . . 27

4.1 Confirmatory factor analysis (Path diagram) . . . . . . . . . . . . . 43

xi
List of Tables

3.1 Population and Sampling . . . . . . . . . . . . . . . . . . . . . . . . 31

3.2 Frequency by Age (Employees) . . . . . . . . . . . . . . . . . . . . 33
3.3 Frequency by Age (Supervisors) . . . . . . . . . . . . . . . . . . . . 33
3.4 Frequency by Experience (Employees) . . . . . . . . . . . . . . . . . 34
3.5 Frequency by Experience (Supervisors) . . . . . . . . . . . . . . . . 34
3.6 Frequency by Gender (Employees) . . . . . . . . . . . . . . . . . . . 35
3.7 Frequency by Gender (Supervisors) . . . . . . . . . . . . . . . . . . 35
3.8 Frequency by Qualification (Employees) . . . . . . . . . . . . . . . 35
3.9 Frequency by Qualification (Supervisors) . . . . . . . . . . . . . . . 36
3.10 Instrumentation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
3.11 Scale reliabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

4.1 Confirmatory factor analysis . . . . . . . . . . . . . . . . . . . . . . 42

4.2 Descriptive Statistics . . . . . . . . . . . . . . . . . . . . . . . . . . 44
4.3 Correlation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . 45
4.4 Person-job fit and Innovative work behavior . . . . . . . . . . . . . 46
4.5 Person-job fit and Psychological meaningfulness . . . . . . . . . . . 46
4.6 Psychological meaningfulness and Innovative work behavior . . . . . 47
4.7 Direct and Mediation analysis results . . . . . . . . . . . . . . . . . 48
4.8 Moderation analysis results for Trust in Management on relation-
ship of Psychological meaningfulness and Innovative work behavior. 49
4.9 Moderation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . 49
4.10 Hypotheses summarized results . . . . . . . . . . . . . . . . . . . . 50

xii
List of Abbreviations

DA Demand Ability
PJ Person-Job
PE Person-Environment
IWB Innovative Work Behavior
KSA Knowledge Skill and Abilities
SPSS Statistical Package for Social Sciences
AMOS Analysis of a Moment Structures
CFA Confirmatory Factor Analysis
CFI Comparative Fit Index
TLI Tucker-Lewis Index
IFI Incremental Fit Index
GFI Goodness of Fit Index
RMSEA Root Mean Square Error of Approximation

xiii
Chapter 1

Introduction

1.1 Background of the Study

Person-job fit is a significant concept that involves toning up an individual’s knowl-

edge, talents and abilities with the requirements of job. Person-job fit is usually
considered as a valuable factor in the workplace. Workers who suit the require-
ments of job better have sufficient resources to apply for their jobs, thereby en-
hancing job enthusiasm and increasing job engagement (Zhao & Han, 2016). The
contentment and productivity of employees is only accomplished at job if he or
she has the best fit for the right work. (Gabriel, Diefendorff, Chandles, Moran &
Greguras, 2014).According to Boon and Biron (2016) individuals desire the match
of values, goals and interests. The fit to every given job is regarded as value.
Accepting the objective of the particular job is the goal. The physical wants of
a person required for functioning on a job which consists of the level of security
of the working environment are psychological needs. Focusing on the work being
done and enjoying the work and understanding the tasks and consequences of work
done are the interests of an employee. Whereas demand-abilities fit (D-A fit) is
the degree to which individual skills meet the demand for work. D-A fit approach
involves knowledge, skills, expertise, and other personalities to see how well the
individual is able to complete the task for their job.

1
Introduction 2

The more a person suits his/her job, the greater the degree of individuals innova-
tive work behavior in terms of knowledge and skills related to position. In fact, it is
assumed that workers whose talents are firmly in line with their work requirements
have ample knowledge and skills to fulfill their job needs and a greater tendency
to handle the innovation process (Zhao & Han, 2016). Therefore, enhanced match
between the individual and their organizational environment promotes innovative
ideas and support for the application of creative thoughts to others, and such em-
ployees are highly engaged in innovative work behavior. People having better fit
level contribute commitment and fairness to the companies by compensating, for
example, creative job behavior in the context of constructive work experiences.
Innovative behavior at work usually involves looking for possibilities and gener-
ating new innovations, but may also incorporate activities designed to implement
change, responding to new information or accelerate procedures to increase per-
sonal or business performance. Most of the existing work focuses on the creativity
of employees and the development of creative ideas. i.e. the early parts of cycle of
innovation process. A person innovation starts with the exploration of problems
and development of concepts and approaches that are ever unique or accepted.
Subsequently an innovative person search for sponsorship of an idea and attempts
to get support through coalition building. In conclusion; for example, the innova-
tive person gives execution of the concept by creating a type or model of innovation
or otherwise focusing on executing the idea.

There is an up-and-coming general consensus that employee innovative behavior is

crucial in day-to-day activities and obligations if a company wishes to preserve its
strategic edge and corporate sustainability in the complex business environment of
today (Herrmann & Felfe, 2013). High-level innovative work behavior of employees
may allow them to react quickly and accurately to the workplace, propose novel
concepts and provide products and services (Afsar et al., 2018).As the innovative
behavior of workers was seen as a significant determinant of corporate success,
strategic edge and long-term sustainability, a number of research studies have
Introduction 3

examined ways to deal with it (Afsar et al., 2015).

There is an increasing body of literature on the significance of innovative behavior

in the workforce. Though very few studies have assessed the innovative behavior
of nursing staff efficiently. Furthermore the few researches that investigate the
innovative behavior of nurses only investigated the effect of empowerment (Knol &
Van Linge, 2009) and transformational leadership on innovative behavior (Reuvers,
2008).The key emphasis on nursing management literature on this subject has
been on the recruitment and retention of nurses(Gambino,2010). But very few
researches have explored the organizational variables needed to build the culture
which encourages the nurses innovative work behavior.( Knol & Van Linge,2009).

By inspiring their workers to demonstrate innovative work actions companies can

become more competitive and thriving. Because continuous creativity has sur-
faced as a vital source of organizational performance, organizations are even more
concerned about components fostering innovative work behavior. Previous to the
participation in innovative behavior at work employees should undergo high level
of psychological control as IWB frequently involves uncertainty. For companies,
innovative work behavior is vital if they wish to develop more advantages and
continue to grow successfully.

Companies who struggle to evolve potentially decrease their capability to compete

and face the possibility of leaving the market (Shanker et al., 2017). On the
other side, a higher level of organizational success has been observed in companies
that regularly innovate (Ogbonnaya & Valizade, 2016). This has definitely forced
companies to discover antecedents that promote the employees innovative work
behavior. (Xerri & Brunetto, 2013).Unfortunately, a small number of researches
have examined person-job fit influence on innovative work behavior (Zhao & Han,
2016).In persuading innovative work behavior of employee’s person-job fit plays a
key role (Afsar et al., 2018). Innovative work behavior is the result of compatibility
between the company’s principles and ideals, as it is the individual that makes a
Introduction 4

change and the best employees with the right role and organization continue to
deliver successful job outcomes.

Trust is considered a significant variable in human resource management (Carter

& Mossholder, 2015).When employees trust their supervisors they develop strong
relations with their supervisors. Rousseau et al. (1998, 395) described trust as “a
psychological condition involving the purpose to recognize risk on the grounds of
assumptions of good actions or conduct by other” because we are linked to trust in
supervisor therefore we take on McAllister’s trust definition as “the extent to which
a person is confident in, and willing to act on the basis of ,the words, actions and
decisions of another”(McAllister,1995,p.25).Employees trust in their supervisors
reduce the societal ambiguity ,service expenses, enhancing satisfaction with job
and increasing corporate engagement(Dirks & Ferrin,2002).Thus, manager trust
brings self-actualization to workers in whom self-confidence and self expression in
workplace performance is improved(Li & Tan,2013).

1.2 Gap Analysis

Person-job fit and innovative work behavior were widely discussed in the liter-
ature, nevertheless the exact mechanism that explains the association between
person-job fit and innovative work behavior has not been discussed extensively
in literature. Furthermore, there is limited research on the boundary conditions
between person-job fit and innovative work behavior of employees. This study
identifies potential mediator and moderator between person-job fit and innovative
work behavior. The study suggests psychological meaningfulness as a mediator
and trust in management as a moderator along with the variable person-job fit
would be an important distinction.

Afsar et al. (2015) encouraged researchers to continue the study line by exploration
of other possible mediator variables on the effects of personjob fit on innovative
Introduction 5

work behavior. Cerne et al. (2017) proposed exploring additional excluded vari-
ables that might prove to be relevant boundary conditions or explanatory mecha-
nisms that may boost creativity and innovation among employees. This research
adds to current literature by using psychological meaningfulness as a mediator
between person-job fit and employees innovative work behavior.

According to Huang Wenyuan, Yuan Chuqin, & Li Min (2019) moderator vari-
ables in the innovation behavior process should be discussed in future research.
Therefore, this research aims to add to literature by using trust in management
as a moderator. In the context of Pakistan, there is more room for studying these
variables because study using such variables together would be very valuable for
meeting the competitive innovation of private hospitals in Pakistan. The study
will contribute significantly towards the existing literature as well as towards the
research study for private hospitals in Pakistan.

1.3 Problem Statement

There is abundance of literature on the person-job fit and innovative work behav-
ior. However, it is unclear how and when person-job fit affects innovative work
behavior. In this domain the mediating role of psychological meaningfulness and
moderating role of trust in management has been ignored in the existing literature.
To address these problems, the present study intends to the development of a new
model that explains the exact mechanism and boundary conditions of person-job
fit and innovative work behavior.

Innovative work behavior has recently been frequently debated in the fields of
business management, technology, engineering and education. Nevertheless, little
is known regarding innovative behavior linking to organization success, in the field
of health care, particularly in nursing. Health care facilities are confronted with
an increasing need for positive innovation and new treatments for patients.
Introduction 6

When innovative work behavior is well thought out as a key component of flourish-
ing organizations managers need to encourage innovative behavior of workers, they
must adopt motivating strategies by increasing these employee’s decision-making
flexibility in terms of role and organization of their tasks. There is a need to fur-
ther explore the factors that improve creativity and innovation among employees.
The aim of this research was to focus on the antecedents that develop and increase
innovative work behavior between employees thereby increasing organization suc-
cess.

1.4 Research Questions

The present research intends to find answer to the following questions:

Question 1:

Does person-job fit affect innovative work behavior?

Question 2:

Does person-job fit affect psychological meaningfulness?

Question 3:

Does psychological meaningfulness affect innovative work behavior?

Question 4:

Does psychological meaningfulness mediate the relationship between person-job

fit and innovative work behavior?
Introduction 7

Question 5:

Does trust in management moderate the relationship between psychological mean-

ingfulness and innovative work behavior?

1.5 Research Objectives

The specific objectives of the study are:

• To explore the relationship of person-job fit with innovative work behavior.

• To explore the relationship of person-job fit with psychological meaningful-

ness.

• To explore the relationship of psychological meaningfulness with innovative

work behavior.

• To explore the mediating role of psychological meaningfulness between person-

job fit and innovative work behavior.

• To explore the moderating role of trust in management on the relationship

between psychological meaningfulness and innovative work behavior.

1.6 Significance of the Study

The present study made an important contribution to the private hospitals. It

produces understanding that hospitals should focus on person-job fit, as this can
be an important input to the accomplishment of innovative work behavior. Or-
ganization success relies on not only in-role behavior of workers, but also by the
extra role conduct of companies delivering innovative and autonomous resources
and going beyond formal job criteria (Jiang & Cheng, 2003).
Introduction 8

Cable and DeRue (2002) stated that managers can assess and cope with person-job
fit both at the time of anticipatory socialization(selection and staffing)and after or-
ganization induction(training and socialization).They propose management must
carefully observe the individualities of staff in order to choose the right employ-
ees for work or tasks.( Brkish et al., 2002;Singh & Greenhaus, 2004).Managers
must give supportive feedback and effective mentoring to improve workers’ sense
of person-job fit in the job procedures. Training initiatives, interactive lessons and
conferences with an emphasis on knowledge, abilities and skills of staff needed for
the demands of their roles in the company will be utilized to improve employees
understanding of person-job fit (Hamid & Yahya, 2011).

To succeed and develop, organizations need to have innovative work behavior. It

is especially relevant in a constantly fluctuating corporate environment in which
workers respond and new strategies are being applied in response to shifts in the
surroundings (Pietersee,Van Knippenberg, Schippers & Stam,2010).Recognizing
what facilitates innovative work behavior among nurses is profoundly significant
for hospital management. The human resource of businesses is increasingly be-
coming more different due to diverse backgrounds, beliefs, nationalities and unlike
principles. Management is also confronted with the job of employing nurses whose
values are in line with the principles of the hospital.

Nurses are likely to share their understanding and commit additional effort away
from job description to support and deploy new approaches and treatment for
patients when they are matched well to the ideals of organizations. In a process
of hiring nurses for such a demanding and diverse scope of their position, hospi-
tals should use person-organization fit(Hoffman &Woehr,2006).Top management
should organize workplace socialization activities such as common social events
and training courses to bring nurses who already serve in the hospital (Kristof-
Brown et al., 2005).

It has increasingly attracted scholarly interest to inspire workers to participate in

Introduction 9

innovative work behavior and share their experiences with their colleagues. Defin-
ing ways of involving nurses in innovative behavior is vital for the administration
of health-care (Knol & Van Linge, 2009).To provide patients with the best pos-
sible treatment hospitals depend on the experience, inventiveness and innovative
dedication of nurses. (Brown et al., 2006; Gilmartin, 1999). Thus, learning what
it takes to raise the innovative behavior of a nurse at work is important.

In fact, nurses from their supervisor doctors need to receive daily hospital feedback
as nurses who do not receive direct guidance feel that they match less with their
organization. The hospitals newest developments, nurses’ aspirations and hospital
values must be routinely conveyed to nurses by their supervisors. They should
be encouraged to share their expertise without intimidation by offering nurses
trust and encouragement. Through putting more focus on extrinsic and intrinsic
motivators such as recognition, compassion, appreciation, courageous imagination
environment hospitals can increase nurse propensity regarding innovative work
behavior.

1.7 Supporting Theory

Different researchers have presented several theoretical perspectives that are used
worldwide to explain the studies of person-job fit and innovative work behavior.
Person-Environment fit theory can cover all the variables present in the study.

Person Environment Fit Theory

Kaplan (1950) Plato initially anticipated the theoretical conception of PE fit,

and vocational psychologists such as Dawis, Lofquist (Dawis et al., 1964) and
Holland (Holland, 1959) further developed it. The concept originates from the
psychological perception (Kaplan, 1950), that identifies the attitude and behaviors
of individuals are defined equally by the personal characteristics of individuals
Introduction 10

and their environment. The person characteristics comprise both psychological

and biological needs including personality, skills, and values. On the other hand,
environment characteristics include aspects like rewards, job demands, cultural
norms or values, and other social requirements (French et al., 1982).

The basic foundation of PE fit theory is that individuals’ attitudes and behav-
iors are likely to be positive when individuals and their environments are well
matched (Kristof-Brown et al., 2005). In contrast, mismatch between person and
environment can lead to dysfunctional attitudes and behaviors. The notion of ob-
jective and subjective person is clarified in the person environment fit theory. The
persons’ characteristics actually exist so it is referred to as an objective person,
but the persons’ interpretation of his or her own qualities implies the subjective
person (i.e the self-identity or self-conception of the person).Analogously physical
and social conditions and occurrences are included in the objective environment
as they occur regardless of the experiences of individuals although the subjec-
tive environment is defined as scenarios and incidents that the person faces and
perceives.

Good mental health is shown by least contradictions about objective and sub-
jective person environment fit, interaction with reality, and consistency in self-
assessment as shown by early person environment fit theory presentations (Har-
rison, 1978). However objective person-environment fit theory seems to have no
influence on mental health except when it is interpreted by an individual and thus
converted into subjective person environment fit (Lazarus & Folkman, 1984) as
indicated by subsequent development of the theory (Caplan, 1983; 1987; French et
al., 1982; Harrison, 1985).Based on this differentiation, it is claimed that workers
feel a sense of meaningfulness when there is a balance between the beliefs of the
individuals and values of the workplace and, as a consequence it produces positive
results in work such as innovation. According to the theory workers contribute
information more often when they have high trust since they assume information
provided is not expected to be misinterpreted by others and they would respect
Introduction 11

their input (Kankanhalli et al., 2005).Therefore it is stated that trust in manage-

ment is the foundation for inspiring workers to be innovative.
Chapter 2

Literature Review

2.1 Person-job Fit and Innovative Work

Behavior

Wong and Tetric (2017) defined person-job fit as the extent of interaction between
both the employee and work. Person-job fit is linked to the interaction between
the process for improving work and the needs system of the worker (Xie et al.,
2016).PJ fit is defined as matching the person’s interests with the job requirements.
Hence, if congruence among personal preferences and abilities and information is
created then this will contribute to enthusiasm and increased job efficiency (Bhat
& Rainayee, 2019). There is a high correlation between PJ fit and individual effi-
ciency (Li & Hung, 2010). It has been noted that PJ fit was related to satisfaction,
turnover and efficiency. Person-job fit often result in person engagement, reduced
work burden and retention (Hussain & Mohtar, 2017).

The individuals who acknowledge that the work meets their desires will be ac-
tively engaged in their work (Kanungo, 1979).This attitude would catch their
psychological affection for their job and encourage them to demonstrate positive
behavior along with job productivity (Mowday, Porter & Steers, 1982).As for
Drucker(1955),each worker has a crystallized and dynamic collection of desires,
12
Literature Review 13

principles, forms of interpreting the environment and the personality he carries to

the place of work. Person-job fit is accomplished when an individual is consistent
with a particular task .i.e. the individual has the expertise, talents and abilities
that fulfill the criteria of his employment. Person-job fit can be a great indica-
tor of workplace success as people having strong person-job fit are shown to have
favorable results at job (Edwards, 1991).

In recognizing the actions and attitudes of an individual fit theory, received con-
siderable interest from researchers (Bui et al., 2017). Person-job fit centers on
personal level and ensures that workers have the professional skills to perform
the assigned tasks and render to enhanced inputs (Werbel & De Marie, 2005).
It was composed of two different components. The first one is supplementary fit
where workers have alike characteristics and the setting in which they function.
The second form is complementary fit, in which individuals’ and the environment
have dissimilar characteristics however essential to each other in order to achieve
organizational goals.

Indeed, Lawrence (2004) defines work fit as the harmony that may emerge between
people’s preferences and job requirements. Congruence between one’s choice and
KSA’s therefore leads to encouraging outcomes and it is necessary to improve
success at work (Edwards, 1991).In addition, an increasing number of researches
have showed person-job fit is crucial for effective outcomes at work. According to
Bhat(2014) a significant improvement in the degree of worker performance may
possibly be translated by the better fit of an individual to the job.

The innovative work behavior of an employee is “the intentional introduction

within one’s work role of new and useful ideas, processes, products or proce-
dures” (Farr & Ford, 1990, p.63). Kanter (1988) stated innovative work behavior
is regarded as a multistage procedure. It includes identification of problem, idea
creation, constructing support for these ideas, and idea execution. Innovative work
behavior is a motivational concern. (Amabile, 1998). Innovative work behavior is
Literature Review 14

a conduct carried out to do well to the organization. A number of worker behav-

iors could assist organizations to turn out to be more innovative; hence, IWB is
regarded as “a construct that captures all behaviors through which employees can
contribute to the innovation process” (De Jong & Hartog, 2007, p.43).

The complex and unpredictable business environment of today has made sustain-
ability and growth struggles for companies (Chowhan, Pries & Mann, 2016). For
this type of situation, it has become more important for companies to rely on the
innovation in order to be effective. Innovation is an essential element in supporting
technical change and business models with difficult circumstances (Wan, William
& Yin, 2015). As a person develops, promotes and introduces new innovations that
are key components of employee creativity innovation comes in (Janssen, 2000).
Innovative work behavior can be viewed as an additional job activity for workers
and is demonstrated in a complex working environment. Therefore, in a complex
environment, it can help a company meet new demands (Scott & Bruce, 1998).

Employees may take risk in the form of innovation by bringing forward new ideas,
many of which if introduced may contribute to organization failure. Developing
and implementing new concepts will pose greater risk (Ellen, 2012). There is
substantial indication that organizations have to rely on the inventive capabilities
of every employee to turn out to be more innovative. Two stages are in general
important in the cycle of innovation, which are the development and the execution
of ideas. Idea creation means invention of new ideas, specifically, new in the context
in which they are to be carried out or propose a solution or a way out of the
problems faced by the employees. Creation of ideas is then linked to innovation,
as both practices are associated with promoting innovative ideas (West, 2002).
Execution of ideas refers to adjustment and interconnection of ideas with everyday
work processes.

The alignment between employee views of job tasks and the condition of their
work as well as individual inclination influence the outcomes of encouraging work
Literature Review 15

creativeness (Kim et al., 2009).As illustrated by(Afsar et al., 2018) PJ fit plays a
significant role in shaping the innovative behavior of workers. PJ fit is regarded as
a vital factor in enhancing organization success. Person-environment fit theory has
received more and more academic attention in recent years. This emphasizes that
individual behavior is the role of contact among person and community in which
healthy attitudes and behaviors for workers can be generated by a reasonable bal-
ance between the person and the organizational setting. A good match between
the workers and their job duties signifies they have enough resources to allocate to
their employment (Zhao &Han, 2016) and workers with high level of involvement
are often more likely to be involved in innovative actions (Gu et al., 2014).Acces-
sible work opportunities in turn would encourage innovation by allowing workers
to invest extra passion and energy to satisfy job requirements efficiently through
which earn individual benefit and development (Sun et al., 2018).

The researcher claims in the following ways for the constructive effect of person
job fit on the innovative behavior of the worker. Firstly, as workers understand
that they can fulfill their job requirements, they develop a positive feeling, self-
confidence and accomplishment (Xie & Johns, 1995). Employees gain confidence
in their abilities to pursue more often innovative things without fear of possible
mistakes (Cerne et al., 2013). The optimistic view of person-job fit impacts the as-
sumptions of workers about performance of new tests and study. Positive prospects
enable workers to experience novel things, concepts and procedures (Cerne et al.,
2013).

After that, employee’s positive evaluation of their capabilities to deal with the
necessities of the employment fosters flexible and creative thought, a key compo-
nent of the innovation behavior. Employees feel more innovative and flexile due
to confidence in their abilities as they face fewer problems resulting from lack of
expertise (Avolio et al., 2004). Thus, we propose:

H1: Person-job fit have positive impact on innovative work behavior.

Literature Review 16

2.2 Person-job Fit and Psychological Meaning-

fulness

Psychological meaningfulness is described as “the extent to which an individual

believes his/her job is important vis a vis the individuals own value system” (Renn
& Vandenberg, 1995, p.282). Rosso and Dekas (2010) explained two associated
ideas concerning meaningful work, specifically, “meaning” and “meaningfulness”,
are frequently used throughout literature. With more people wanting their em-
ployment to be meaningful, more employers realize that supporting meaningful
work is essential than just a source of income to involve their workers. Individ-
uals perceive meaningfulness when they feel important, functional and valued as
if they have made a distinction and have not been ignored or dismissed (Kahn,
1990, p.704).

Although meaningfulness and worth at job has drawn minimal interest in manage-
ment literature, new research has started to consider and examine its significance
for the outcomes of the workforce. Psychological meaningfulness is “the amount
of significance a job has for the individual” (Rosso et al., 2010).Meaning of work
and experience of psychological meaningfulness give rise to promoting job-related
outcomes. (Oliver & Rothmann, 2007; Wrzesniewski, 2012). Employees may feel
undervalued and alienated or disengaged due to lack of meaningfulness in work
(Kahn, 1990).

When individuals feel that, the work roles are worthwhile and make a distinction
it will lead to meaningfulness. Individuals may search for work tasks that al-
low them to convey their actualization-concept because they are imaginative and
self-expressive. Aligned activities and work tasks with the persons’ self-concepts
must be related with greater level of experience of meaningful work. Employees
having empowerment develop a better sense of purpose from their jobs (Avolio,
Zhu, Koh & Bhatia, 2004). A way to promote the attachment and motivation
Literature Review 17

of employees to job is through restoration of meaning, consequently leading to

commitment (Nelson & Simmons, 2003;Oliver & Rothmann, 2007).According to
Glavas and Kelly (2014) working with social impact organization leads to meaning-
fulness through fostering a sense of meaning and leading to betterment. Havener
(1999) stressed the significance of meaningful work to attract and inspire talent.
May et al. (2004) have documented a substantial correlation among psychological
meaningfulness and employee engagement.

Globalization-led international competition has driven to countless shifts in the

structure of working relationships. The partnership between workers and em-
ployer is now being reduced to a mere transaction contract agreement (Cartwright
& Holmes, 2006). Rosso et al. (2010) also noted that people are constantly look-
ing for greater meaning and understanding of intent at work because of increasing
importance of intrinsic facets of employment. Furthermore, Hodson (2004) stated
that enthusiasm for job derives from the organizations’ social identity and impor-
tance in the workplace. Csikszentmihalyi (2003) believed participating in meaning-
ful work would bring citizens into a state of flux marked by increased commitment,
innovation and profitability. Individuals may gain meaningfulness from serving for
an entity that leads to society’s welfare (Beadle & Knight , 2012).Psychological
meaningfulness may perhaps increase job enthusiasm and allow more effort on the
part of individuals to produce better results in the workplace (Hodson, 2004) but
producing creative and innovative ideas needs workers to be intrinsically moti-
vated.

Increased job involvement arising from the sense of meaning at work provides
individuals with motivation required to involve in innovative pursuits. In support
Cohen-Meitar et al. (2009) stated meaningfulness in the workplace (organization
identity and organizational prestige) direct individuals to make extra efforts to
improve job results, but it is the psychological experiences (feelings of vitality and
Literature Review 18

strength, sense of positive concern and mutuality, organization dependent self-

esteem) by fact that inspires people to follow innovative paths. Meaningfulness
frequently motivates people to endure and take responsibility for others (Colby
et al., 2001). We argue that meaningfulness is expected to lead to discretionary
activities, for example service efficiency, as it promotes a sense of identity and
participation in the organization as a whole (Seibert et al., 2011). Rich et al.
(2010) suggested that people who perceive meaningfulness tend to feel valuable,
functional, important and worthy of putting them selves at work in ways that
benefit others.

When employees experience that their work was appreciated and valuable they
experience meaningfulness at work. Most probably, when employees are “not
taken for granted” they are more enthusiastic to give of themselves (Kahn, 1990,
p. 704) and get a bit worthwhile in result for their efforts.

Person-job fit entails compatibility with the experience, expertise, ability, and
needs of individual; expectations and demands of work (Kristof-Brown et al.,
2005). Furthermore, previous research also provides support for relations among
fit, meaningfulness and engagement. Congruence of job functions and activities
with the personal values (Waterman, 1993) involve the use of signature attributes
(Seligman, 2011) that give rise to knowledge of work position performance, psy-
chological meaning and work commitment (May et al., 2004).

Individuals are searching for job positions that enable them to convey their real
identity because they are imaginative and self-expressive. When individuals expe-
rience a work role fit that, facilitate them to reveal their true actualization-concept
they will experience more effectiveness in that job (Kahn, 1990). Kahn (1990)
stated that individuals will be more self-sufficient in achieving the objectives set
by the organization and practice more psychological meaningfulness when they
feel better congruence among the necessities of work roles and the self (May et al.,
Literature Review 19

2004).When a work depends on several talents of workers, they probably experi-

ence meaningfulness psychologically. In summary, the degree to which one feels
personal control contributes to work autonomy; skill diversity, task identity and
significance of the task contributes to psychological meaningfulness at work; feed-
back of tasks leads to sense of accomplishment and the requirement for learning
(Hackman & Oldham, 1976).

The theory of PE fit states that employees are likely to experience constructive
attitudes and actions, which includes high organization engagement, increased job
productivity and pro-social behavior when there is compatibility between the pref-
erences of employees and the organization actual situation. Therefore to maximize
PE fit the organizations must design jobs and develop positive values. Although
the theory of PE fit suggests that individual, behaviors and attitudes are affected
by PE fit (Kristof-Brown et al., 2005), it is broadly acknowledged that outside fac-
tors affect actions of individuals through shaping expectations (Fishbein & Aizen,
1975; Glasman & Albarracin, 2006). Hence, we claim that PE fit affects the
attitudes of employees, which in effect affects their innovative work behavior.

According to Van Zyl, Deacon and Rothman (2010) in a model of industrial psy-
chologists, psychological meaning and commitment resulted from work role fit.
This is for the reason that individuals perceive their job as an end in itself and
not merely a way to an end, they see their job as a passion (Dik & Duffy, 2008).
Individuals will recraft their work to fit with the perception of self when their work
tasks are not matching with the perception of self (Wrzesniewski, 2003).

Numerous authors argued that sense of meaning will result from the perceived
match among the persons’ work role and the self-concept because of the persons’
capability to convey his/her beliefs and values (Stnmpfer, 2003).Person-job fit
entails similarity between the person’s experience, abilities, capabilities, needs,
preferences and the necessities of the work (Kristof-Brown et al., 2005).As a re-
sult such compatibility permits individuals to convey their true selves at job and
Literature Review 20

provide them with the resources they require to carry out their tasks. Thus, we
propose:

H2: Person-job fit have positive impact on psychological meaningful-

ness.

2.3 Psychological Meaningfulness and Innovative

Work Behavior

Kahn (1990) defined meaningfulness as the fundamental states for commitment.

Prior research stated that employees desirable job outcomes are the result of
meaningful work (Steger et al., 2012), the researcher suggest a significant rela-
tionship among meaningfulness of work and innovative work behavior, which is
described as a sequence of actions for the creation, encouragement and recog-
nition of thoughts for latest equipment, procedures, methods or items (Yaun &
Woodman, 2010).Confronted with the unavoidable difficulty of the technical im-
provement method, workers could be internally motivated, who believe their work
as meaningful to handle the complexity and issues that come with these difficulties
(Simonton,1999).

Work passion might be improved by psychological meaningfulness and make em-

ployees to apply greater level of effort in their job to generate better work out-
comes (Hodson, 2004), however employees must be intrinsically motivated to pro-
duce creative and novel ideas. The feeling of engagement results from increased
meaningfulness at work that motivates employees to involve in creative pursuits.
Cohen-Meitar et al. (2009) indicated that people exercise extra effort to increase
work outcomes due to meaningfulness, however individuals are encouraged by psy-
chological experiences to pursue innovative paths.

A great number of studies (May et al., 2004) have accepted the result that peo-
ple dedicate themselves to their jobs when they see their job as important. For
Literature Review 21

instance, employees are intrinsically provoked to work as suggested by an intellect

of meaningful work (Amabile & Pratt,2016) for the reason that they get purpose,
significance and meaning in their everyday jobs. In view of the fact that they
are naturally provoked, workers may be likely to convert their enthusiasm into a
greater amount of attempt intended to benefit the company in its accomplishments
(Tu & Lu, 2013; Yuan & Woodman, 2010).

The practice of meaningful work, which may involve the impression of a person
gaining from common good (Steger et al., 2012) might enhance workers readiness
to make use of their skills and resources to accomplish innovation (Kashdan et al.,
2004). As a consequence the workers are more expected to involve in imaginative
and innovative practices for the organization success (e.g., bringing, communicat-
ing and implementing innovative ideas) (De Dreu & Nauta, 2009). In brief we
conclude that workers perception of meaningful work will increase their innovative
work behavior. Therefore, we propose:

H3: Psychological meaningfulness has positive impact on innovative

work behavior.

2.4 Mediating Role of Psychological Meaning-

fulness Between Person-job Fit and

Innovative Work Behavior

Kahn (1990) described psychological meaningfulness as “feeling that one is re-

ceiving a return on investments of one’s self in a currency of physical, cognitive,
or emotional energy” (p. 703).Employees perceive meaningfulness if they are not
taken for granted and feel valuable, precious and helpful. They feel they can get
advantage from the job they are contributing and provide to others and their work
tasks. Employees keep on contributing in the place of work by applying extra work
Literature Review 22

behavior in the upcoming when they sense as if their contributions are meaningful.
It is significant to study what leads to psychological meaningfulness, because it
can make workers feel important at job.

Work dimensions for example career development, work-role fit and relations of
coworkers influence psychological meaningfulness. Kahn (1990) the level of mean-
ingfulness an employee experience at work may possibly be influenced by char-
acteristics of a person’s job. If employees recognize a match among their work
roles and self-concept, they convey their values and beliefs more contentedly and
as a result, they experience meaningfulness in their job (Shamir, 1991). Accord-
ing to Shamir (1990) human beings are imaginative and self-expressive instead of
only being goal-oriented. They look for jobs that permit them to convey them-
selves realistically. If a work is a good match for the individual, then the true
representation of the self of individual will be feasible.

When the necessities of the work suit the capabilities of individuals, they experi-
ence meaningfulness more often. A fit among the job requirements and individual
capabilities make them feel that they can contribute to the work as well as organi-
zation. This is similar to the way in which Kahn (1990) expressed meaningfulness
for being, to some extent, a consequence of feeling valuable and useful.

Once employees start a new job, not all of them have perfect working conditions.
Preferably though, employees experience a feeling of independence in defining the
limits of their careers, allowing them to proactively redefine and reinvent their
jobs in order to comply with their interests, desires and passion, adding to their
experience of meaningful work(Berg, Dutton, Wrzesniewski, 2013). For instance
,by creating more positive relationships with others or just improving their atti-
tude, individuals participate in job creation to understand how their role generates
value for others(Grant, 2007) leading to a greater sense of meaningfulness. Evi-
dence has revealed that workers experience greater meaningfulness at work both
Literature Review 23

directly (Petrou, Bakker, & Van den Heuvel, 2017) and indirectly by maximizing
their role match (Tims, Derks & Bakker, 2016).

To sum, it is crucial for people to work in positions that suit their qualifications,
provide development opportunities, are important and autonomous and offer the
ways to design ones working environment for better. Organizations may add to
the work meaningfulness experiences of workers by trying to design positions that
value the necessities and qualifications of individuals that enable people to create
or redesign careers in ways that maximize their sense of prosocial influence. In re-
search on PE fit, complementary fit from employees’ point of view is demonstrated
by studies of psychological need fulfillment (Cable & Edwards, 2004).Experienced
meaningfulness is an essential psychological need for workers at job, which is the
degree to which a task is valuable or worthwhile, measured by the own ideals and
standards of individuals. Individuals have a main drive to find meaning in their
job, and a work design viewed as important by workers will promote personal de-
velopment, in addition to inspire encouraging attitudes and behaviors (May et al.,
2004).On the other side, lack of meaning in ones work may lead towards undesirable
attitudes and behaviors such as detachment from ones work or “disengagement”.

Previous researches also hypothesized relation between PJ fit and psychological

meaningfulness, May (2003) found a significant positive relationship between work-
role fit and experienced meaningfulness in a manufacturing corporation. Accord-
ing to May et al. (2004) psychological meaningfulness act as a mediator between
work-role fit and engagement. Lastly, Oliver & Rothmann (2007) stated significant
relationship of work-role fit and coworkers’ relation with engagement through pos-
itive association of psychological meaningfulness. Hence, based on this reasoning
the research held the prospect that there would be positive relationship between
PJ fit and psychological meaningfulness.

According to Kashdan et al., (2004) employee’s inclination to exploit their abilities

and drives to make innovative accomplishments may possibly rise through the
Literature Review 24

feeling of meaningful work which consists of persons’ view of promoting some

greater good (Steger et al., 2012). Consequently, to benefit the organization these
employees are further expected to involve in innovative and creative actions. (De
Dreu & Nauta, 2009). Overall, we theorize individuals meaningful work perception
will increase their innovative work behavior. Therefore, we propose:

H4: Psychological meaningfulness mediates the relationship between

person-job fit and innovative work behavior.

2.5 Moderating Role of Trust in Management

between Psychological Meaningfulness and

Innovative Work Behavior

Cook and Wall (1980:39) described trust as “the extent to which one is willing to
ascribe good intentions to and have confidence in the words and actions of other
people”. Deutsch(1960); Lewicki and Bunker (1996),employees are confronted
with the question of whether to trust when(a)when there is unclear sequence of
act in the upcoming(b) aftermath relies on the behavior of others and(c)risky
event occurrence influence is more than useful event (Lewicki & Bunker, 1996:
116). Organization management is mainly accountable for decision-making that
considerably influence employees as management enjoys a rank lead and better
access to acute information. As a consequence workers who trust management
assume that the condition is stable and persistent instead of undefined and unpre-
dictable and expect that top management will be concerned about their interests,
assist them to develop their careers and give importance to their contributions.
Per se, trust is expected to affect the degree of satisfaction of employees with their
work and manager, and their commitment with the employing organization.
Literature Review 25

In reality, researches have shown that a number of employee-related behaviors are

affected by trust (Dirks & Ferrin, 2001, 2002). Management utilizes power and
authority in the workplace environment to greatly control the job condition at
its disposal. If employees think management is trustworthy, it is possible that
workers will be more comfortable and confident in taking crucial management de-
cisions. As management has control over the key aspects of an individual’s work,
low management trust possibly leads towards mental exhaustion (Dirks & Ferrin,
2002).Management is primarily accountable for the procurement and deployment
of corporate resources (Yang, 2005); overtime, these actions and allocations have
systematic effects on the staff in the short and long term .We therefore see man-
agement trust as a particularly useful human capital tool by itself, and a situation
that can contribute to anticipation of future resource benefits.

When employees have trust in their management, they are more satisfied with
their work, stay dedicated to the company and experience lesser burnout and
mental stress as a consequence of the change, despite the inevitable threats to
their job security. On the opposite if heightened ambiguity regarding their work is
followed by having little trust in management, this reduced confidence in manage-
ment will render a previously difficult condition much more confusing and volatile,
and the negative effects of instability can be compounded more (Fryxell et al.,
2004).Once workers trust management, for the sake of the group they ignore their
own self-interest. Believing that employees will ultimately benefit from a com-
pany’s actions, trust in management translated into organization engagement and
risk-taking readiness (Macky & Boxall, 2007).

Employees with strong level of management trust view the corporate environment
as non-threatening, which may enable them to suggest changes and act without
fear of risk, and danger (Macky & Boxall, 2007). According to Clegg and col-
leagues (2002) employees innovative work behaviors were anticipated by trust in
organization. In reality research have shown that a number of employee-related
Literature Review 26

behaviors were affected by confidence (Dirks & Ferrin, 2001, 2002).Workers that
respect managers are expected to be happier in their commitment to work (Cun-
ningham & MacGregor, 2000) and their boss (Tan & Tan ,2000) and dedicated
to the company (Albrecht & Travaglione, 2003).The expectation of other party’s
outcome is a vital element in the definition of trust by Mayer, Davis & Schoorman.
They proposed that willingness to take a gamble is “dependent on the assumption
that a specific intervention essential to the trustee will be carried out by the other
side” (1995:712). Trust is the expression of hope for most of these philosophers
(Bhattacharya, Devinney & Pillutla, 1998) and is optimistic (Lewicki & Bunker,
1996).

As noted the innovation literature proposes that as the creative ideas, inventive
actions of workers deviate from current practices, and status quo, inventiveness is
likely to meet opposition from dominant beliefs within their organizations, leading
them to the threat of assessment and reputation related devaluation. As such,
workers are usually hesitant to pursue creative ideas and inventive practices thus
decreasing the inventiveness of employees. Researchers have researched possible
predictors in this regard to encourage risk-taking among workers. Studies have
recommended that when there is a trust-based relationship in their organizations,
employees tend to take risky options.

In fact, Schoorman, Mayer and Davis pointed out that “trust is willingness to take
risk and the degree of trust is a sign that how much risk one is ready to take”. This
is because the workers who have faith in their managers’ feel that their managers
are willing to support their ambitious efforts regardless of the results. Overall, we
argue employees trust in managers is the base of motivating employees to be inno-
vative. Employees show higher level of innovativeness, who trust their managers,
for the reason that they consider their managers are encouraging their innovative
efforts and as a result, they are more enthusiastic to search for imaginative ideas
and try innovative behaviors. Conversely, employees are unwilling to search for
Literature Review 27

innovative ideas and practice innovative behaviors when they have little trust in
their managers, as they identify that their inventive efforts will not be appreciated
and supported by their managers. Thus, we propose:

H5: Trust in management moderates the positive relationship between

psychological meaningfulness and innovative work behavior; such that
the positive relationship will be strengthened when trust in manage-
ment is high and weakened when trust in management is low.

2.6 Research Model

Figure 2.1: Research Model of Person job-fit, its impact on Innovative work
behaviour; with a mediating role of Psychological meaningfulness and Moder-
ating role of Trust in Management
Literature Review 28

2.7 Research Hypotheses

H1: Person-job fit have positive impact on innovative work behavior.

H2: Person-job fit have positive impact on psychological meaningfulness.
H3: Psychological meaningfulness has positive impact on innovative work behav-
ior.
H4: Psychological meaningfulness mediates the relationship between person-job
fit and innovative work behavior.
H5: Trust in Management moderates the positive relationship between psycho-
logical meaningfulness and innovative work behavior; such that the positive re-
lationship will be strengthened when trust in management is high and weakened
when trust in management is low.
Chapter 3

Methodology

This section includes details about all the procedures and methods used to get
valid results. The chapter explains the research design, population, sampling
technique, sampling characteristics, instruments and reliability and validity of all
the variables and items involved.

3.1 Nature of Study

The intention of current investigation was to check the relation between person-job
fit and innovative work behavior, for this cross-sectional study has been used. Fur-
ther this study also accounted for investigating the role of psychological meaning-
fulness (mediator) between person- job fit and innovative work behavior. Current
study also addressed trust in management as a moderator between psychological
meaningfulness and innovative work behavior. Source of data in this research were
private hospitals of Rawalpindi and Islamabad, questionnaires were used in this
study and data collection took almost 2 months i.e. November 2019 to December
2019.Thus the population in this scenario is private hospitals of Rawalpindi and
Islamabad. The data were collected only once in this study which makes it cross
sectional in nature. The current study is empirical in nature as it uses empirical
evidence. Empirical evidence is the evidence which is gathered by questionnaires.

29
Methodology 30

3.2 Procedure

This research considered the relationship among employees of private hospitals

person-job fit, psychological meaningfulness, trust in management and innovative
work behavior’. Data were collected from private hospitals from nurses and their
supervisors. Management of 15 hospitals was notified via electronic mail, and
personally, however just 9 participated. Before the questionnaires were circulated,
the researcher met with HR managers to clarify the intent of the analysis. The
significance of the study and the goals to be met are also discussed with HR
managers. The hospital managers were informed that the primary reason of the
study was to gather employees and their supervisors’ opinions, perceptions and
beliefs.

The questionnaires were directly handed to supervisors by the researchers. Em-

ployees were given an envelope and a cover letter that ensures the privacy of survey
as well as a return packet. Respondents were asked to submit the questionnaires
to their supervisors from where the researcher collected them after one week. The
questionnaire comprises of identification code of employees for the reason that
data gathered from the nurses and supervisors can be linked and combined for
investigation. A specific identification code has been assigned to each employee.
The confidentiality of the research has been guaranteed to staff.

The questionnaires having the measures of person-job fit, psychological meaning-

fulness, trust in management and innovative work behavior, were distributed to 450
nurses including their supervisors of private hospitals. The nurses recorded their
responses about person-job fit, psychological meaningfulness and trust in manage-
ment. At the same time, their supervisors rated the frequencies with which the
nurses are involved in innovative work behavior.

The researcher distributed 450 questionnaires out of which 273 were given back for
employees. 24 supervisors rated innovative work behavior of the nurses. Out of
450 questionnaires about 29 were returned totally unfilled, 40 were not completely
filled, and 84 were never returned. So, the overall response rate of the respondents
Methodology 31

was 66%. The average span of control for every supervisor was ten to twelve
nurses.

3.3 Population

As stated by Castillo (2009), individuals or organizations having homogeneous

attributes form a group which is further named as population of study. Total
number of respondents involved in the study was 273 nurses and 24 supervisors
who were working in the private hospitals of Islamabad and Rawalpindi. Notable
private hospitals in the study were Ahmed Medical complex, Hearts international
hospital, Marium Memorial, Al-Shifa Eye Trust hospital, Quaid-e-Azam hospital,
Shifa International, Bilal hospital, Begum Akhtar Rukhsana Memorial Trust hos-
pital and Ali Medical. As far as gender of respondents were concerned 205 were
females 69% of total sample and 92 were male which are 31 % of total sample size.

Table 3.1: Population and Sampling

Name of hospitals Number of respondents

Ahmed Medical Complex 33
Hearts International 42
Marium Memorial 22
Al-Shifa Eye Trust 33
Quaid e Azam International 41
Shifa International 44
Begum Akhtar Rukhsana Memorial Trust 27
Bilal Hospital 26
Ali Medical 29
Total 297

The theme behind the exploration was to check the effectiveness of the relationship
between person-job fit and innovative work behavior while considering the trust in
management and role of psychological meaningfulness as a mediator. Innovative
work behavior is an evident component and is expressed in the attitudes and
success of one’s job. So, it was important to get it rated by supervisors instead
of main respondents themselves because if responses related to innovative work
Methodology 32

behavior were also given by respondents then there were chances of self-reporting
bias. All variables except innovative work behavior were rated by respondents.

3.4 Sampling technique

In survey methodology sampling is considered a subset of individuals from popu-

lation to estimate or determine the characteristics of whole population because it
was not possible to gather information from whole population due to scarcity of
time and other resources. It has been recommended by Uma &Roger (2003) that
in order to ensure reliability of sample chosen for data collection, it is significant
to focus on sampling design and technique. It includes ways through which sam-
ple is selected for ensuring its reliability and true representation of population. A
convenient sampling technique adopted for collection of data from the population
who were conveniently available.

This sampling technique is considered to be the most preferable when there is

issue of time and budget (Cooper & Schindler, 2007). In this technique, samples
are chosen as they are easily approachable. It is known to be simplest, quickest
and least time consuming. Although data were collected and considered data
will be representative of whole population. To collect data questionnaires were
circulated among nurses and their supervisors from private hospitals of Rawalpindi
and Islamabad.

3.4.1 Sample Characteristics

In this study the demographics includes age, experience, gender and qualification
of supervisors and employees. Two separate questionnaires were made because it
was a dyadic relationship, one to be filled by the supervisors and the second one
from employees. Sample characteristics are explained below.
Methodology 33

3.4.1.1 Age

Age is seen as one of several categories which respondents frequently consider hard
to share. Therefore a range was established to collect details regarding their age
for the comfort of the respondents.

Table 3.2: Frequency by Age (Employees)

Age Frequency Percent

18-25 110 40.3
26-33 130 47.6
34-41 28 10.3
42-49 4 1.5
50 and above 1 0.4
Total 273 100

Table 3.2 displays the age of respondents. It shows that majority of respondents
age range between 26-33, this means 47.6% were having age between 26-33,40.3
% respondents were from age of 18-25, 10.3% respondents belong to 34-41 age
group ,1.5% respondents were in age range between 42-49 and only 0.4% of the
employees age fit in range of 50 or above.

Table 3.3: Frequency by Age (Supervisors)

Age Frequency Percent

34-41 2 8.3
42-49 17 70.8
50 and above 5 20.8
Total 24 100

Table 3.3 shows that larger part of the respondents belong to age range 42-49,
that means 70.8 % of majority respondent were having age ranging 42-49, 20.8 %
of respondents were from age ranging 50 and above, 8.3 % belong to age group
34-41.
Methodology 34

3.4.1.2 Experience

To collect information from respondents concerning their experience in the relevant

field, various ranges were set to recognize the respondents with their particular
tenure in the hospitals.

Table 3.4: Frequency by Experience (Employees)

Experience Frequency Percent

0-5 169 61.9
06-10 74 27.1
11-16 26 9.5
17-22 3 1.1
23-28 1 0.4
29 and above 0 0
Total 273 100

Table 3.4 shows majority respondents have experience of 0-5 years, that represent
61.9%, 27.1 % had experience of 6-10 years, 9.5 % belong to experience range of
11-16 years, 1.1% respondents had experience of 17-22 years and only 0.4 %re-
spondents were holding experience of 23-28 years .

Table 3.5: Frequency by Experience (Supervisors)

Experience Frequency Percent

06-10 9 37.5
11-16 10 41.7
17-28 5 20.8
Total 24 100

Table 3.5 exhibits most of the respondents i.e. 41.7% have the experience between
11-16 years, 37.5 % belong to experience range of 6-10 years and only 20.8% of
respondents had experience of 17-28 years.

3.4.1.3 Gender

One of the frequently raised questions in demographics is gender, as it splits the

population under the study into male and female.
Methodology 35

Table 3.6: Frequency by Gender (Employees)

Gender FrequencyPercent
Male 89 32.6
Female 184 67.4
Total 273 100

Table 3.6 depicts the ratio of male and female respondents. As we can see largest
part was female respondents and 32.6 % were male.

Table 3.7: Frequency by Gender (Supervisors)

Gender Frequency Percent

Male 3 12.5
Female 21 87.5
Total 24 100

Table 3.7 indicates the percentages of female and male supervisors.87.5% were
female supervisors and only 12.5% supervisors were male.

3.4.1.4 Qualification

Qualification or education is yet another significant demographic aspect. To en-

hance the strategic edge qualification provides several different and creative av-
enues for achievement and innovation. Probably education act as a vital role in
representing creativity and innovation.

Table 3.8: Frequency by Qualification (Employees)

Qualification Frequency Percent

Matric 72 26.4
Intermediate 76 27.8
Bachelor 104 38.1
Masters 19 7
MS/M.Phil. 2 0.7
Total 273 100

It has been shown in Table 3.8 that most of the respondents had qualification of
Bachelor, which comprises 38.1% of the total respondents chosen as the true rep-
resentative sample of the whole population. 27.8% respondents had Intermediate
Methodology 36

degree, 26.4% of the respondents were having qualification of Matric, 7.0% of the
respondents had Masters Degree, and only 0.7% of the respondents were holding
MS/M.Phil degree.

Table 3.9: Frequency by Qualification (Supervisors)

Qualification Frequency Percent

Bachelor 17 70.8
Masters 7 29.2
Total 24 100

It has been shown in Table 3.9 that most of the respondents were having qual-
ification of Bachelor, which comprises 70.8% of the total respondents chosen as
the true representative sample of the whole population. 29.2% respondents were
having qualification of Masters.

3.5 Instrumentation

In the intended research questionnaire was composed of items from four different
variables. Items from four variables person-job fit, psychological meaningfulness
trust in management and innovative work behavior contributed to form a question-
naire which was distributed to our sample responses. Responses against person-job
fit, psychological meaningfulness, and trust in management were given by nurses
and responses against innovative work behavior were given by their supervisors.

3.6 Measures

Data were collected by using questionnaire .The questionnaire comprises of two

parts. The first one is about the demographics of the respondents and the second
part is about questions of four variables included in the study. First part contains
details regarding age, experience gender and qualification of respondents. The
second portion consists of 36 items. The data were obtained by questionnaires
taken from various sources.5-points Likert scale was used to measure all variables.
Methodology 37

Along with the constructed questionnaire, cover letter is also attached displaying
the purpose of the study as well as the researcher’s contact details in case of
any query or questionnaire, respectively. The questionnaire was designed in the
form which will be easy for the respondents to fill and as a result generate honest
and truthful response. This kind of response will help to analyze the proposed
relationships appropriately and efficiently.

According to Sekaran (2006) the questionnaire mode is termed as the most effi-
cient way of collecting data as researcher is well aware about the fact that what
is required or demanded actually and how one should measure the constructed
construct or variable of interest correctly.

Due to time constraints and to complete the responses, personally administrated

questionnaire was used for the local area of Rawalpindi and Islamabad - the twin
cities of Pakistan. To make a quick and appropriate decision, a type of close
ended questionnaire was used as it saves respondent as well as researchers’ time
of obtaining the response by just selecting a particular given option efficiently
(Sekaran, 2006).

Table 3.10: Instrumentation

Variables Sources Items

Person job fit Brkich,Jeffs, & Carless (2002) 9
Psychological meaningfulness Spreitzer(1995)and May(2003) 6
Trust in management Schoorman et al. (1996) 4
Innovative work behavior Janssen (2000), Kleysen and 17
Street (2001) and Scott and
Bruce (1994)

3.6.1 Person-job Fit

To assess person-job fit 9-item scale developed by Brkich , Jeffs & Carless(2002)was
used. The responses were obtained through 5-point Likert scale where 1=always,
2=very often, 3=sometimes, 4=rarely, 5=never. Sample items: “My current job is
not really me”, “This job is not really what I would like to be doing”, “All things
Methodology 38

considered, this job suits me”, “I feel like this is not the right type of work for
me”, “I feel that my goals and needs are met in this job”.

3.6.2 Psychological Meaningfulness

Psychological meaningfulness was assessed using six-item scale taken from Spre-
itzer(1995) and May(2003).The responses were obtained through 5-point Likert
scale where 5=strongly agree and 1=strongly disagree. Sample items: “My job
activities are personally meaningful to me”, “The work I do on this job is mean-
ingful to me”, “My job activities are significant to me”, and “The work I do on
this job is worthwhile.”

3.6.3 Trust in Management

Trust in management was measured by using 4 item scales Schoorman et al. (1996).
Five-point Likert scale was used to obtain responses where 5= strongly agree
and 1= strongly disagree. Sample items: “If I had my way, I wouldn’t let top
management have any influence over issues that are important to me”, “I would
be willing to let top management have complete control over my future in this
company”, “I really wish I had a good way to keep an eye on top management”,
“I would be comfortable giving top management a task or problem which was
critical to me, even if I could not monitor their actions”.

3.6.4 Innovative Work Behavior

17-item scale developed by Janssen (2000),Kleysen and Street(2001)and Scott and

Bruce(1994) was used to measure innovative work behavior. Items were measured
on five-point Likert scale where 5=strongly agree and 1=strongly disagree. Sample
items: “How often does this employee . . . . . . Pay attention to issues that
are not part of his daily work?”, “Look for opportunities to improve things?”,
“Consider innovative opportunities?”, “Wonder how things can be improved?”.
Methodology 39

3.7 Statistical Tool

We commonly use regression analysis to test the effect of several variables on the
dependent variable of research. It will ensure that earlier research on the variables
still supports the acceptance or rejection of the hypothesis proposed. The analysis
involves three steps of Preacher and Hayes (2004).We first put our dependent
variable i.e. innovative work behavior in the column of outcome and afterwards in
the IV column we locate our independent variable. i.e. person-job fit. Including
all such steps we need to specify model number. Because we have to conduct both
mediation and moderation, by choosing model 14 for moderation and model 4 for
mediation, we have to carry out the analysis one by one for both.

3.8 Pilot Testing

It would be very practical and useful method to perform pilot testing, because it
will keep away from risks associated with waste of resources and time. Hence 30
questionnaires were used to check if the findings are in line with the hypothesis
proposed. Once the pilot testing was performed it was found that variables and
the scales were reliable and further analysis can be done.

3.9 Reliability Analysis

The value of Cronbach alpha was calculated in order to test the internal consistency
of all variables. The value of Alpha that is >.70 is an acceptable value (Nunally
et al., 1978).Cronbach alpha measures internal consistency, which is, how strongly
a set of items are related as a group. It is considered to be a measure of scale
reliability. The value of alpha for all constructs along with the number of items is
shown in Table 3.11. The alpha value for person-job fit is 0.720.The Psychological
Meaningfulness Scale is a measure of level of significance for individuals in work
(PMS: Spreitzer, 1995).
Methodology 40

For psychological meaningfulness it is 0.938 close to the value of alpha i.e. 0.95
as stated in the Chikoko et al. (2014) study. Trust in management has Cronbach
alpha value of 0.737. In Janssen analysis (2000) employees and supervisors rated
the nine-item innovative behavior measure and its reliability was reported 0.95 for
self-rated and 0.96 for supervisors. The alpha value of our supervisor rated scale
was 0. 959. The data is accurate for further computations because all alpha values
lie in acceptable range. Table 3.11 displays the results of reliability analysis. It
shows all alpha values are above 0.7 this indicates that the data is reliable for
further computation.
Table 3.11: Scale reliabilities

Variables Cronbach Alpha Items

Person-job fit 0.720 9
Psychological meaningfulness 0.938 6
Trust in management 0.737 4
Innovative work behavior 0.959 17

3.10 Data Analysis Technique

Several methods in data analysis were used in social sciences department for the
purpose of statistical outcomes. These techniques and tests chosen for data anal-
ysis have both certain benefits and drawbacks. The test and techniques of data
analysis based on this type of research, nature of the data, model and purpose of
research are chosen and the method used is highly linked with this research. Corre-
lation analysis tells the interaction between variables and is used to test the effect
of independent variable on dependent variable. Regression analysis was used to
know about the association between numerous variables. After collection of data,
297 responses were used. The data was tested by using SPSS and AMOS was used
for analysis of data. In the method of data analyses following steps are involved.

1. Firstly the responses which were properly filled were chosen for analysis.

2. All questionnaire variables were coded and which were used to interpret the
results.
Methodology 41

3. To explain the sample characteristics frequency tables were used.

4. The descriptive statistics was conducted using numerical values.

5. By using Cronbach alpha coefficient reliability of all the variables was tested.

6. Correlation analysis was carried out to check if there is significant relation

between the variables of study.

7. Confirmatory factor analysis was carried out by using AMOS software for
the justification of model.

8. By using Preacher and Hayes mediation and moderation between the vari-
ables was checked.

9. The proposed hypotheses were checked by correlation and Preacher and

Hayes method to verify the rejection and acceptance of hypotheses.

3.11 Research Ethics

Research ethics are closely practiced throughout the execution of the research,
in particular with data collection. Respondents were issued a short description
of researcher’s intent and after the supervisor and employee agreement; question-
naires were handled to be filled in. The confidentiality of the survey was assured
to the respondents under study. The survey response is to be used exclusively
for academic purposes. Additionally responses were gathered in realistic environ-
ments, workers were not compelled to fill out a questionnaire if it was not a desire.
Respondents were given sufficient time to read every item properly and respond
accordingly and were not compelled to carry out the survey in short time. Al-
though there was a lot of collaboration with the respondents, some of them also
had irresponsible conduct as they didn’t return questionnaire or filled the items
without reading properly. But that may be ignored, because their conduct was
not unethical or used no bad words.
Chapter 4

Analysis and Findings

4.1 Confirmatory Factor Analysis

Before testing our hypotheses, the first step which we have conducted was CFA.
This process was done to test the model fitness. The comparative fit index (CFI)
should be 0.9 or greater (Byrne, 1994).The incremental fit index (IFI) value greater
than 0.9 is considered acceptable (Byrne, 1994).The value of Tucker-Lewis index
(TLI) 0.9 or 0.95 is regarded as acceptable (Hu & Bentler, 1999).The Chi-square of-
ten called goodness of fit calculates the discrepancy between the covariance matrix
measured and the expected model of covariance matrix. The relative chi-square
value must be less than 2 or 3(Kline, 1998; Ullman, 2001).The root mean square
error of approximation(RMSEA)must be smaller than 0.8(Browne & Cudeck,1993)
and more preferably lower than 0.5 (Stieger,1990).

Table 4.1: Confirmatory factor analysis

Chi square DF CMIN/DF IFI TLI CFI RMSEA

Initial 4.026 588 4.026 0.767 0.749 0.766 0.105
Model
Modified 2.25 563 2.25 0.908 0.896 0.907 0.068
Model

Table 4.1 shows that values before and after covariance of the items in the model.
The table displays that before drawing covariance the value dont lie in range

42
Analysis and Findings 43

however after drawing covariance in the model the values were improved, moreover
none of the items were deleted. All the values lie in acceptable range except
TLI value is bit lower than 0.9,but overall model is fit so further analysis can be
conducted to find whether different paths are significant or not.

Figure 4.1: Confirmatory factor analysis (Path diagram)

4.2 Descriptive Statistics

Descriptive statistics enable us to manage large data in practical manner (Mc-

Dowall & Saunders, 2010).The mean value explains the central tendency of re-
sponses, shows where the average response falls while the standard deviation let
us understand deviation from average point. All the variables have mean value ap-
proximately 3 which indicates that majority of response is toward neutral, and for
person-job fit it is 2.86 indicating that major response is toward very often. The
standard deviation tells us how many responses deviate from mean value. When
there is high deviation it indicates outliers are present in the data. The standard
deviation value must be less than 1; here the table 4.2 given below shows all the
variables have standard deviation value less than 1 and falls between 0.75-0.87.
Analysis and Findings 44

Table 4.2: Descriptive Statistics

Variables Sample Minimum Maximum Mean Standard

size Deviation
Person-job fit 297 1 5 2.86 0.75
Psychological 297 1 5 3.51 0.79
meaningful-
ness
Trust in man- 297 1 5 3.11 0.87
agement
Innovative 297 1.24 5 3.53 0.83
work behavior

Table 4.2 displays variables that are included in the research with their corre-
sponding statistics. The table’s first column provides description of variables.
The second one tells of sample size. The third column displays the minimum val-
ues. Maximum values are shown in fourth column. The last column shows the
values of standard deviation. A 5-Likert scale was used to measure each variable.
The size of sample was 297. All variables were measured on a 5-point Likert scale.
The independent variable person-job fit indicates mean value=2.86 and SD=0.75
respectively. The Psychological meaningfulness, mediator shows mean value of
3.51 and SD=0.79.Likewise the moderator, trust in management represents the
mean =3.11 and SD=0.87.At last the dependent variable innovative work behav-
ior reveals value of mean=3.53 and SD=0.83

4.3 Correlation Analysis

Correlation analysis reveals how one variable is dependent on another one. Orodho
(2009) describes the correlation as it demonstrates the link or connection between
two continuous statistical variables. The correlation of variables along with the
significance level is clarified under the listed table 4.3 .Positive sign implies move-
ment of both variables in same direction. While negative sign is an indication of
negative association and it shows that variables are moving in opposite direction.
The correlation value +1 to -1 is an acceptable range. The presence of zero means
Analysis and Findings 45

no correlation exists between the variables. The correlation values 0.10 to 0.29 rep-
resents weak correlation, the value 0.30 and 0.49 represents moderate correlation
and if there is a value ranging from 0.5 to 0.8 then it reflects a strong correlation
(Cohen, West & Aiken, 2014).

Table 4.3 displays person-job fit and psychological meaningfulness has a correla-
tion of 0.263 which signifies positive and weak correlation. This means increase
in person-job fit also increases psychological meaningfulness. The value among
person-job fit and trust in management is 0.340 which indicates correlation is pos-
itive and moderate. This means when there is person-job fit trust in management
also increases. The correlation between psychological meaningfulness and trust in
management is 0.627, representing a positive and strong correlation. Person-job
fit and innovative work behavior shows a correlation value of 0.380 that is positive
and moderate. Psychological meaningfulness and innovative work behavior shows
a correlation value of 0.535, it’s a positive and moderate value, it explains that
higher level of psychological meaningfulness will lead to increased innovative work
behavior. The value of correlation linking trust in management and innovative
work behavior is 0.552 which means a positive and strong correlation value.

The p-value is significance value, if it is less than or equal to 0.01, then the hy-
pothesis is accepted at 1% which means there is 1% chance of error in results
whereas if p-value is less or equal to 0.05 then it means there is 5% chance of error
in results. The table 4.3 indicates that all the values of correlation are significant
at 1% chance of error.

Table 4.3: Correlation Analysis

Sr. No. Variables 1 2 3 4

1 Person-job fit 1
2 Psychological 0.263** 1
meaningfulness
3 Trust in Manage- 0.340** 0.627** 1
ment
4 Innovative work 0.380** 0.535** 0.552** 1
behavior
*Correlation is significant at the 0.05 level (2-tailed)
**Correlation is significant at the 0.01 level (2-tailed)
Analysis and Findings 46

4.4 Regression Analysis

Regression analysis is often used to determine the association between the variables
that exists actually. Altman and Krzywinski (2015) introduced the quantitative
method for measuring the association among variables and named the process as
regression. Numerous methods involve evaluating the interaction among variables.
To anticipate the relationship between variables correlation is not enough, which
shows the true association between the variables, up to which extent one variable
relies on another. There is no multi co linearity as demonstrated by the findings of
the correlation study that the coefficients of correlation were smaller than 1. The

Table 4.4: Person-job fit and Innovative work behavior

Predictor B R2 Adjusted R2 Significance

Person-job fit 0.28 0.3796 0.1441 0.0000

results are listed out in Table 4.4.It shows the model summary which is actuallyR2
, modified R2 and B. The B co-efficient shows the per unit change in one variable
caused by another variable. The R2 shows the change in dependent variable which
is caused by independent variable. Newly updated form of R2 is defined as modified
R2 and is optimized for the number of predictors inside the model. In this research
R2 is 0.3796 this signify about 38% variation in the innovative work behavior is
explained by person-job fit. The significance value shows that person-job fit is
significantly associated to innovative work behavior.

Table 4.5: Person-job fit and Psychological meaningfulness

Predictor B R2 Adjusted R2 Significance

Person-job fit 0.3809 0.2627 0.069 0.0000

From the results of regression analysis it is concluded person-job fit has a posi-
tive and significant association with psychological meaningfulness where the value
of B is 0.38 and it demonstrate one unit change in person-job fit psychological
meaningfulness will be increased by 38%.The value of R2 shows 26% variation in
Analysis and Findings 47

psychological meaningfulness caused by person-job fit. The value of significance

also reveals both variables have positive and significant association.

Table 4.6: Psychological meaningfulness and Innovative work behavior

Predictor B R2 Adjusted R2 Significance

Psychological meaningfulness 0.3568 0.5897 0.3478 0.0000

The Table 4.6 shows psychological meaningfulness was positively associated with
innovative work behavior at the significance level of p=0.0000.This association was
clearly described by the results of the study where B is 0.35 and explains if there
is one unit change in psychological meaningfulness innovative work behavior will
be increased by 35%. R2 value shows 58% variation in innovative work behavior
caused due to psychological meaningfulness.

4.5 Testing Theoretical Relationships

The process of regression is conducted by numerous methods (for example, Baron

& Kenny, 1986) however in this study Hayes (2008) method is used to carry out
analysis due to its appropriateness. Hayes (2008) stated Baron and Kenny (1986)
approach is obsolete as it applies a requirement of complete influence of mediation
causation although, from the view point of some researchers, it is not required, and
even a barrier to measure the true impact (Preacher & Hayes, 2008).According to
these researchers, even if no hints of direct influence are identified between the
predictor and outcome variable, the indirect impact through mediation is also
probable. Furthermore, because social sciences data is often troublesome due
to the circumstances, structure and background of respondents, the bootstrapping
strategy for mediation in Hayes (2008) method improves the probability of reliable
outcomes as the sample is separated into several tiny bits and pieces and analysis
are carried out on smaller sub-samples.
Analysis and Findings 48

4.5.1 Mediation Analysis

Table 4.7: Direct and Mediation analysis results

Effect of Effect Direct Total Bootstrap

IV on M of M on effect effect of results for
DV of IV IV on Indirect
on DV DV Effects
in pres-
ence of
M
B t B t B t B t B LL UL
0.381 4.483 0.357 9.183 0.284 5.040 0.419 6.755 0.13 95% 95%
CI CI
0.06 0.22

N=297 IV=Person job fit M= Psychological Meaningfulness MOD=Trust in

Management DV=Innovative work behavior.

Table 4.7 indicates person-job fit has a direct positive and significant relation-
ship with innovative work behavior, accordingly the un-standardized regression
coefficient indicates (B=0.28, t=5.04, p=0.00), therefore a clear justification was
provided by the findings for the acceptance of hypothesis. So, H1 i.e. “Person-job
fit have positive impact on innovative work behavior“ was accepted.

The results in the above table also confirm a positive and significant association
of person-job fit with psychological meaningfulness. As shown by the values of
un-standardized regression co-efficient (B=0.38, t=4.48, p=0.00) thus, H2 .i.e.
“Person-job fit have positive impact on psychological meaningfulness“ was ac-
cepted.

It is indicated from the Table 4.7 a significant association exists between psy-
chological meaningfulness and innovative work behavior. The un-standardized
regression co-efficient also provides evidence (B=0.36, t=9.18, p=0.00).Therefore
it was inferred that H3 i.e. “Psychological meaningfulness has positive impact on
innovative work behavior“ was also accepted.

Results reveal psychological meaningfulness partially mediates the association be-

tween person-job fit and innovative work behavior. Because the overall indirect
Analysis and Findings 49

effect of person-job fit on innovative work behavior through psychological mean-

ingfulness is significant as the values of lower limit and upper limit are 0.06 and
0.22 respectively. As the signs are same, and there is no zero in between them,
therefore mediation is present. Moreover, both direct and indirect effects are sig-
nificant so this is an indication of partial mediation. Hence it is inferred that H4
i.e. “Psychological meaningfulness mediates the relationship between person-job
fit and innovative work behavior“ was accepted.

4.5.2 Moderation Analysis

By using Model 14 the moderating role of trust in management between psycho-

logical meaningfulness and innovative work behavior was analyzed. It has been
concluded from Table 4.8 that trust in management doesn’t act as moderator as
the p>0.05 and the value of p=0.63 is indicating an insignificant value. The lower
and upper limit are -0.06 and 0.09 respectively and contains opposite signs which
shows the presence of zero between them and this leads to the rejection of hypoth-
esis. Hence H5 i.e. “Trust in management moderates the positive relationship
between psychological meaningfulness and innovative work behavior, such that
the positive relationship will be strengthened when trust in management is high
and weakened when trust in management is low“ was rejected

Table 4.8: Moderation analysis results for Trust in Management on relation-

ship of Psychological meaningfulness and Innovative work behavior.

Variables B SE T P LL 95% UL 95%

PSYM*Trust in 0.0185 0.0387 0.4789 0.6324 -0.0577 0.0948
Management
→Innovative
work behavior

Table 4.9: Moderation Analysis

Moderator B SE LLCI ULCI

Innovative work behavior 0.2277 0.1381 -0.0442 0.4996
Analysis and Findings 50

The above table shows the results of moderation analysis. The LLCI and ULCI
both have opposite signs and indicate the presence of zero between them. There-
fore the effect of trust in management on innovative work behavior was insignifi-
cant.

4.6 Summary of Accepted/Rejected Hypothesis

Table 4.10 given below will show the summarized results of the hypotheses under
this study.

Table 4.10: Hypotheses summarized results

Hypothesis Statement Results

H1 Person-job fit have positive impact on in- Accepted
novative work behavior.
H2 Person-job fit have positive impact on psy- Accepted
chological meaningfulness.
H3 Psychological meaningfulness has positive Accepted
impact on innovative work behavior.
H4 Psychological meaningfulness mediates Accepted
the relationship between person-job fit
and innovative work behavior.
H5 Trust in management moderates the pos- Rejected
itive relationship between psychological
meaningfulness and innovative work be-
havior; such that the positive relationship
will be strengthened when trust in man-
agement is high and weakened when trust
in management is low.
Chapter 5

Discussion and Conclusion

5.1 Discussion

This chapter will examine the results reported in chapter 4 as highlighted ear-
lier on the basis of different statistical procedures and analysis with the use of
SPSS. Mainly this section will focus to evaluate and explain the reported out-
comes and subsequent relationships. It will also explain the depicted relationships
with previous studies, to find out the consistencies and deviations among the var-
ious concepts. The earlier portrayed questions will guide the discussion under the
proposed hypotheses, for the study to reach the possible implications.

5.1.1 Hypothesis 1

H1: Person-job fit have positive impact on innovative work behavior.

The findings of the study supported the first hypothesis .The assumption was
accepted that person-job fit and innovative work behavior has significant and pos-
itive relationship. Results are based and supported by previous literature. The
results of our study are compatible with the observations from Choi et al. (2017),
Suwanti et al. (2018) ,Afsar et al. (2014) and Ying (2011), which established
person-job fit effect on innovative work behavior.
51
Discussion and Conclusion 52

Person-job fit relies on personal level and guarantees that workers hold the pro-
fessional skills to do the required jobs and produce upgraded efforts (Werbel &
De Marie,2005).Consistency between the perception of employees and the circum-
stances under which they operate and their specific preferences determines the
effects of promoting job innovation (Kim, Hon & Crant, 2009). Afsar et al. (2018)
stated that person-job fit plays a major role in shaping workers innovative behav-
ior.

Person-job fit relates to consistency with employee expertise and demands of work.
If workers are equipped with the right skills in the job, they would be engaged with
joy in the job which contributes to better results in the work. If employees have
greater degree of person-job fit, they will increase the efficiency of job as they feel
assured that their actions can deliver required benefits in the shape of corporate
incentives (Astakhova & Porter,2015;Greguras & Diefendorff, 2009).

5.1.2 Hypothesis 2

H2: Person-job fit have positive impact on psychological meaningful-

ness.

The above hypothesis was accepted. Consequently based on previous studies, the
above mentioned findings also offer evidence of the positive relationship of person-
job fit and psychological meaningfulness.

The Jacob (2013) and Wildermuth et al. (2013) research further offers evidence
for the association between person-job fit and psychological meaningfulness. The
results support previous observations of other studies (May et al., 2004; Oliver &
Rothmann, 2007) and this analysis which indicates individuals who recognize a
stronger match with their self-concept and position in job are further expected to
consider their work as meaningful. A wide range of scholar’s claim that a perceived
“fit” between the self-concept of and his/her position would contribute to feeling
Discussion and Conclusion 53

of meaningfulness because of the persons capability to communicate his/her values

and beliefs (Strumpfer, 2003).If the demands of the work matches with the skills of
the person will be more expected to experience meaningfulness. A compatibility
between the work demands and ones skills will make the person feel as though
they can make a difference to the work and organization as a whole.

5.1.3 Hypothesis 3

H3: Psychological meaningfulness has positive impact on innovative

work behavior.

Hypothesis 3 also comes out to be accepted. The present research is aligned

with Cai et al. (2018) findings that meaningful work has been reported as being
favorably linked to IWB.

Studies have found that feeling meaningfulness in the job allow workers to achieve
their job priorities and participate in productive practices (Steger & Dik, 2010;
Martela & Pessi, 2018).In particular, studies suggest individuals that encounter
meaningful work often become emotionally motivated (Amabile & Pratt, 2016),
as a consequence constructive responses to obstacles and issues may be invoked in
an innovative manner (Amabile et al., 1996; Tu & Lu, 2013).Experiencing mean-
ingful work, for instance may encourage workers to feel more motivated to support
the company as they participate in innovation and thereby make a contribution
(Wrzesniewski & Dutton,2001).Additionally they are inclined to involve in creative
and innovative behavior in the work setting(Grant & Berry,2011).

Consistent with past studies that suggests that meaningful work is an indicator
of favorable results of employees job (Steger et., 2012) this study put forward
the positive relationship between meaningful work and innovative work behavior,
described as a set of process for the development, introduction and application of
thoughts for technology, methods, strategies or item (Yuan & Woodman,2010).In
Discussion and Conclusion 54

the face of unavoidable difficulty of the technical process of innovation workers who
feel their job is meaningful can be personally encouraged to address the problems
that arise due to this uncertainty(Simonton,1990).

A large number of researches have confirmed the finding that individuals who view
their job as meaningful may actively engage in their job (May et al., 2004).A sense
of meaningfulness for example indicates that workers are psychologically inspired
to function(Amabile & Pratt,2014) as they see reason, interest and significance in
their assignments. Because they are self-motivated, workers may continue to turn
their enthusiasm into a higher degree of commitment (e.g. creating, implementing
and carrying out their creative activities)to support the company in its innovative
accomplishments(Tu & Lu,2013).

5.1.4 Hypothesis 4

H4: Psychological meaningfulness mediates the relationship between

person-job fit and innovative work behavior.

The assumed hypothesis was accepted.

If work is in accordance with workers self-concept, the work is expected to be

meaningful. Studies by May, Gilson and Hater (2004) support the claim that a
perceived connection between the person and his work is directly linked to mean-
ingfulness. This relationship exists as the fit perceiving persons will communicate
their ideals and values in their job (Kira & Balkin, 2014).By ensuring that the
employee’s competencies, values and purpose match with the job meaningful work
can be created (Chalofsky,2003).The creation of person-job fit is embedded in the
existence of meaningful work (Scroggins,2008).

According to the componential model of creativity and innovation (Amabile &

Pratt, 2016) meaningful work act as a mechanism linking situational determinants
and workers IWB. The willingness of employees to use their skills and abilities to
Discussion and Conclusion 55

accomplish innovation (Kashdan et al., 2004) may be increased by experience of

meaningful work, which may require recognizing the importance of a greater good
by a person (Steger et al., 2012).When the individual values are compatible with
the principles of job, where work is designed as an opportunity to correspond with
others and achieve favorable outcomes they will comprehend the job in a better
way. Workers with great extent of person-job fit view difficult tasks, flexibility and
values as more important. If job is in line with person individuality subsequently
the job becomes more important (Tims et al., 2016) therefore individuals integrate
and implement innovative ideas into their career (Afsar et al., 2016).

5.1.5 Hypothesis 5

H5: Trust in management moderates the positive relationship between

psychological meaningfulness and innovative work behavior; such that
the positive relationship will be strengthened when trust in manage-
ment is high and weakened when trust in management is low.

The above assumption was rejected. The findings of present study didnt reveal
consistent results with the previous study conducted by (Tastan & Davoudi, 2015)
i.e. Trust in management play an important role in influencing employee innovative
work behavior.

Firstly workers under the guidance of a trustworthy supervisor seem to have a

greater degree of self-assurance to do their work, which determines the success of
their jobs. Secondly, trust in managers decreases fears regarding societal instabil-
ity and relational risk, which in effect improves work results. As a consequence,
management trust offers the individuals room for self-actualization in develop-
ing a relationship that permits for secure self-expression and increases confidence
through results.

The reason for rejection of the hypothesis could be explained from different factors.
Firstly trust in management is differently viewed in different cultures. Schoorman
Discussion and Conclusion 56

et al. (2007) identify this as an important extension and development of their

model and argue culture affects the propensity to trust. They suggest task-oriented
cultures accepting top down leadership may be more likely to trust of strangers
and high uncertainty avoidance cultures are less likely to take risk implying lower
propensity trust.

Schoorman and colleagues (2007: 351) note that power distance and asymmetry of
information have important implications for how trust might develop. In Pakistan
power distance is high and employees face high job insecurity as a result trust in
management is not developed in cultures like Pakistan. Due to fear of uncertainty
employees hesitate to share their innovative ideas. They are more likely to believe
their effort is not related to reward and that their trust in their manager does not
affect their effort level. So employees are less innovative when they have lack of
trust in management.

5.2 Theoretical contributions

Since Woodman et al. (1993) proposed the interface model of innovation, the
issue about how and why person-job fit impacts innovative work behavior became
a big subject .Person-job fit has shown to have an important predictive impact on
workers innovative behavior, as a vital element of person-environment. However,
the influence mechanism of person-job fit on innovative work behavior has gained
less scholarly attention. The mediating effect of psychological meaningfulness
in this relationship has not been extensively examined. Hence based on person-
environment fit theory; we examined the influence mechanism of person-job fit and
innovative work behavior. The mediating role of psychological meaningfulness
between the positive effect of person-job fit and innovative work behavior was
supported by this research.
Discussion and Conclusion 57

The findings not only expand the literature on person-job fit and innovative work
behavior but also strengthen person-environment fit theory. The moderator trust
in management indicates a requirement on the degree to which innovative work
behavior of employees may be elevated and strengthened. The results present a
theoretical foundation for opening the “black box” regarding person-job fit and
innovative work behavior thus providing a clearer understanding of the influence
mechanism of person-job fit and innovative work behavior.

5.3 Managerial Implications

Person-job fit is very important for the organization. Companies must focus more
in recruitment and selection of those employees which are highly fit for the job.
Employee becomes more likely to be efficient and provide the company with his
best when his talents and abilities suit the needs of organization. Managers must
develop employment by taking into account the experience, expertise, talents and
personality characteristics of the people doing those specific jobs. A balance be-
tween workers interests and organizational resources, and individuals’ perception
of work and skills should be maintained by managers. This match promises pos-
itive outcomes, and one of the results found in this analysis is innovative work
behavior.

Person-job fit may be a substitute for wide-level domain-related abilities that Am-
abile (1996) claims as an inventiveness prerequisite. However, managers expect
their workers not only to produce concepts, but to implement their creative meth-
ods. Our findings indicate that a good fit between the individuals and their work
would possibly enhance innovative work behaviors that merge instigation with
execution of innovative concepts. Measures should be taken to gain knowledge
about employees’ personal interests and expectations and incorporate them into
Discussion and Conclusion 58

positions which will enable them and convey themselves better. Furthermore man-
agers should use organization selection tools including a realistic job preview not
just to get a good person-job fit but also to render upcoming workers to help
enhance match with colleagues and their expectations.

The significance of balancing the personal beliefs of workers with the job and
corporate principles has increased the realistic interest of research on the innovative
behavior as well as its antecedents. This ensures that management will promote the
innovative work behavior of workers by choosing and maintaining certain people
that match best into the principles and environment of organization. They must
be mindful though that selecting of the workers on the basis of their organization
match merely won’t assure innovative work behavior. Managers must strive to
encourage meaningfulness through successful work design. The study’s results also
indicate that hiring the best workers for different job positions would maximize
meaningfulness.

Not just the connection between a person with job and organization ensures in-
novative behavior at work but also the atmosphere of shared confidence between
a person and his or her managers. While staff trusts their supervisors for support
and inspiration, insecurity and fear of coercion on the part of employees will pos-
sibly be lessened due ambiguity regarding IWB efforts. Managers can encourage
employees to implement creative thoughts and not think about the consequences of
those innovations. Workers are usually reluctant to talk in organizations because
of the fact that if the concept was unsuccessful, the initiator would be criticized
and threatened.

Managers should give their workers faith to trust them, and must take the respon-
sibility readily if the plan doesn’t yield the required outcome. Likewise, workers
often will not talk when the plan is successful; the incentives go to unworthy indi-
viduals rather than the inventor. Building and preserving confidence in managers
is a significant way by which workers may be inspired to work. This confidence
Discussion and Conclusion 59

brings benefit to organizations in terms of creating a positive and effective energy

that improves the job efficiency of workers. Maintaining employees to foster inno-
vation is necessary if managers want to access the maximum innovative capacity
of our work environments (Shipton et al.,2005).Thus, the practical implications of
this research relate to the role of organizations, and in particular HR managers,
in developing a motivating, informed and innovative environment at work.

5.4 Limitations

Though the present study has notable theoretical and practical implications, it
also has some limitations:

First, the present research is cross-sectional rather than longitudinal, and the
longitudinal studies require more time spans and energy that offer a comparatively
clearer view. However, this research doesn’t analyze the influence of person-job fit
in a time continuum on innovative work behavior.

Second limitation was related to sampling and data collection. The research sam-
ple was small so it cannot represent the whole population. Furthermore data were
collected from private hospitals only. Future studies can involve other organiza-
tions to resolve the heterogeneity within industries related to innovative activities.
Future studies should also increase the sample size. Another limitation was con-
venience sampling used in this study because of time and resource constraints.

Third, the data were collected only from employees and their supervisors from
private hospitals from Islamabad and Rawalpindi, whereas it can be collected
from other employees working in private hospitals in different cities of Pakistan,
which may facilitate to make the present research more reliable. To measure
IWB the present research depended on supervisors, as ratings from supervisors
are considered to be good measures, while there is still possibility of biasness in
Discussion and Conclusion 60

perceptual process. Thus future research may also tackle this problem by using
ratings from both supervisors and employees.

Last, the present research used SPSS for analysis, further studies can use advance
analysis tools like M plus or Smart PLS to handle complex models.

5.5 Future Research Directions

Future research can find certain mediating variables such as job design, organiza-
tional climate because the present study has only examined psychological mean-
ingfulness. Future studies will also strengthen the model by establishing other
moderator variables that will more accurately depict IWB, including the well-
being of individual, moral obligations, perceived organization support, cultural
dimensions and personality traits.

5.6 Conclusion

In the current period as the technology was evolving rapidly the value and sig-
nificance of innovative work behavior is not overlooked by anybody. To pro-
mote innovative work behavior the present research incorporates theory of person-
environment fit which offers a comprehensive outline. This research is aimed at
extending existing literature on person-job fit and innovative work behavior. Psy-
chological meaningfulness as a mediator between person-job fit and innovative
work behavior has also been demonstrated in this study. It further addresses the
moderating effect of trust in management between psychological meaningfulness
and innovative work behavior.

Data were collected through questionnaires, which were circulated to the private
hospitals of Rawalpindi and Islamabad. This study and the hypotheses proposed
are being supported through person environment fit theory. A minimum of 450
Discussion and Conclusion 61

questionnaires were circulated, but only 297 were completed and used for research.
This research contributed to the literature by studying psychological meaningful-
ness as a mediator and trust in management as a moderator. Five hypotheses
based on the context of Pakistan are examined. The result indicated H1, H2, H3,
H4 are accepted while H5 was rejected.
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Appendix A

Questionnaire (Employee rated)

Dear Respondent,
My name is Sana Samson. As a MS research student at Capital University of
Sciences And Technology, Islamabad, I am collecting data for my research paper
titled as “Impact of Person-job fit on Innovative work behavior with Me-
diating Role of Psychological meaningfulness and Moderating Role of
Trust in Management, in the contextual setting of Pakistan”. It will take
your 10-15 minutes to answer the questions and to provide the valuable informa-
tion. I assure you that data will be kept confidential and will only be used for
academic purpose. You may contact me at sana [email protected] for any
information.
Thanks a lot for your help and support!

Sincerely,
Sana Samson
Capital University of Sciences and Technology,
Islamabad.

78
Appendix-A 79

Section I

Gender

1 2
Male Female

Age

1 2 3 4 5
18-25 26-33 34-41 42-49 50 and above

Qualification

1 2 3 4 5 6 7
Matric Intermediate Bachelor Master MS/M.Phil. PhD Post PhD

Experience

1 2 3 4 5 6
0-5 06-10 11-16 17-22 23-28 29 and above
Appendix-A 80

Employee ID .................
PART- I
Section II: Person-job fit; 1= Always, 2=Very Often, 3= Sometimes, 4= Rarely, 5=

Never

1 My current job is not really me. 1 2 3 4 5

2 This job is not really what I would like to be doing. 1 2 3 4 5
3 All things considered; this job suits me. 1 2 3 4 5
4 I feel like this is not the right type of work for me. 1 2 3 4 5
5 I feel that my goals and needs are met in this job. 1 2 3 4 5
6 I find my current job motivating. 1 2 3 4 5
7 My abilities, skills, and talents are the right type for this 1 2 3 4 5
job
8 I am sure there must be another job for which I am 1 2 3 4 5
better suited.
9 I am able to use my talents, skills and competencies in 1 2 3 4 5
my current job.

Section III: Psychological meaningfulness; 1= Strongly Disagree, 2= Disagree, 3=

Neither Agree/nor Disagree, 4= Agree, 5= Strongly Agree

1 My job activities are personally meaningful to me. 1 2 3 4 5

2 The work I do on this job is meaningful to me. 1 2 3 4 5
3 My job activities are significant to me. 1 2 3 4 5
4 The work I do on this job is worthwhile. 1 2 3 4 5
5 I feel that the work I do on the job is valuable. 1 2 3 4 5
6 The work I do is very important to me. 1 2 3 4 5

Section IV: Trust in Management; 1= Strongly Disagree, 2= Disagree, 3= Neither

Agree/nor Disagree, 4= Agree, 5= Strongly Agree

1 If I had my way, I wouldn’t let top management have 1 2 3 4 5

any influence over issues that are important to me. *
2 I would be willing to let top management have complete 1 2 3 4 5
control over my future in this company
3 I really wish I had a good way to keep an eye on top 1 2 3 4 5
management. *
4 I would be comfortable giving top management a task 1 2 3 4 5
or problem which was critical to me, even if I could not
monitor their actions.
Appendix-A 81

Questionnaire (Supervisor rated)

Dear Respondent,
My name is Sana Samson. As a MS research student at Capital University of
Sciences And Technology, Islamabad, I am collecting data for my research paper
titled as “Impact of Person-job fit on Innovative work behavior with Me-
diating Role of Psychological meaningfulness and Moderating Role of
Trust in Management, in the contextual setting of Pakistan”. It will take
your 10-15 minutes to answer the questions and to provide the valuable informa-
tion. I assure you that data will be kept confidential and will only be used for
academic purpose. You may contact me at sana [email protected] for any
information.
Thanks a lot for your help and support!

Sincerely,
Sana Samson
Capital University of Sciences and Technology,
Islamabad.
Appendix-A 82

Section I

Gender

1 2
Male Female

Age

1 2 3 4 5
18-25 26-33 34-41 42-49 50 and above

Qualification

1 2 3 4 5 6 7
Matric Intermediate Bachelor Master MS/M.Phil. PhD Post PhD

Experience

1 2 3 4 5 6
0-5 06-10 11-16 17-22 23-28 29 and above
Appendix-A 83

Employee ID .................
PART II

Section II : Innovative work behavior; 1= Strongly Disagree, 2= Disagree, 3= Nei-

ther Agree/nor Disagree, 4= Agree, 5= Strongly Agree

1 How often does this employee . . . . . . Pay attention 1 2 3 4 5

to issues that are not part of his daily work?
2 . . . Look for opportunities to improve things? 1 2 3 4 5
3 . . . Consider innovative opportunities? 1 2 3 4 5
4 . . . Wonder how things can be improved? 1 2 3 4 5
5 . . . Explore new products or services? 1 2 3 4 5
6 . . . Search out new working methods, techniques or 1 2 3 4 5
instruments?
7 . . . Generate original solutions for problems? 1 2 3 4 5
8 . . . Create new ideas? 1 2 3 4 5
9 . . . Find new approaches to execute tasks? 1 2 3 4 5
10 . . . Mobilize support for innovative ideas? 1 2 3 4 5
11 ...Acquire approval for innovative ideas? 1 2 3 4 5
12 . . . Make important organizational members enthusi- 1 2 3 4 5
astic for innovative ideas?
13 ...Attempt to convince people to support an innovative 1 2 3 4 5
idea?
14 . . . Transform innovative ideas into useful applica- 1 2 3 4 5
tions?
15 . . . Systematically introduce innovative ideas into work 1 2 3 4 5
practices?
16 . . . Contribute to the implementation of new ideas? 1 2 3 4 5
17 . . . Put effort in the development of new things? 1 2 3 4 5