How does innovative work behavior of employees affect their individual job performance

Because the business environments are becoming more and more dynamic and demanding it is important for companies to adapt and stay competitive within these changing and dynamic situations (Ramamoorthy, Flood, Slattery & Sardessai, 2005; Yuan & Woodman, 2010). The human capital consisting of employees and managers play an important role in in the contribution of performance, especially when it comes to the alignment of goals such as performance of a company (Bowen and Ostroff, 2004). Creative idea generation is an important part of innovative work behaviour of employees and can also play an important role in problem solving according to Basadur (2004). Up until this point, it remains unclear whether or not this innovative work behaviour of employees directly leads to better performance of employees. Managers also have a high influence on the performance of their employees and helping their employees being able to deploy innovative work behaviour (De Jong & Den Hartog, 2007). This research focuses on the relation between innovative work behaviour and individual job performance of employees, as well as the influence of line management behaviour on this relation. This research provides conclusions and implications about how to deal with this and how these constructs are related to each other. First of all, it can be concluded that IWB of employees is positively linked to their individual job performance. Next to this, there is a negative moderating effect found between innovation supportive management behaviour and performance. This means that the higher the innovation supportive management behaviour experienced by an employee, the lower the correlation between his/her IWB and task performance. Management behaviour seems to be functioning as a compensatory construct between low innovative work behaviour of employees and individual job performance of these employees.