Understanding the relationship between organizational support and innovative work behaviour: perspectives of South African manufacturing company employees

Kabelo Nonyana; Mphoreng M. Mmako; Thulani B. Skosana

doi:10.20525/ijrbs.v14i4.4037

Authors

Kabelo Nonyana Management Sciences, Tshwane University of Technology, Pretoria West Campus, South Africa https://orcid.org/0009-0006-2221-7755
Mphoreng M. Mmako Management Sciences, Tshwane University of Technology
Thulani B. Skosana Management Sciences, Tshwane University of Technology

DOI:

https://doi.org/10.20525/ijrbs.v14i4.4037

Keywords:

Age, Demographics, Innovation, Manufacturing, Perceived Organisational Support

Abstract

ABSTRACT

Purpose of the study: Our quantitative correlational study investigates the association between the perceived organisational support of manufacturing company employees and their innovative work behaviour.

Design/methodology/approach: Our study included 423 employees from a manufacturing company in Gauteng, South Africa, selected using a convenient sampling method. We used descriptive statistics, chi-square, Kruskal-Wallis test, and regression analyses.

Findings: We found that manufacturing company perceptions of organisational support and innovative work behaviour differ based on age, job role, and tenure and are not different by highest completed qualification. Perceived organisational support had a positive significant relationship with innovative work behaviour.

Recommendations/value: The value of this study is that it allows company managers to realise that when they do not create a supportive culture, it leads to less innovation. Creating a supportive work environment positively impacts employees’ innovative work behaviour, builds a strong organisational innovative culture, and communicates innovation.

Managerial implications: Manufacturing company managers to diversify resources of support for employees and prioritise this approach for the administration. They should make organisational changes that consider the needs and expectations of the employees.

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References

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