The present research aims to examine the role of managers’ innovative work behavior (hereinafter IWB) in explaining the relationship between their work design (hereinafter WD) characteristics and work role performance (hereinafter WRP) at individual, teamwork and organizational levels.
The WRP conceptual models of (Griffin et al., 2007); WD model of (Morgeson & Humphrey, 2006); and IWB model of (Jong & Hartog 2010) had been integrated to achieve the research purpose. Data was collected about the managers’ WRP, IWB and WD through a structured questionnaire that conducted with a sample of 262 managers working at the (9) subsidiaries of Egyptair holding Company.
The research results show a significant, positive relation between the managers’ WD characteristics and their IWB and WRP. The results assert that the motivational and social work characteristics have a greatest impact on the managers’ adoptive and proactive IWB which is reflected on their performance at teamwork and organization levels. Thus, the research results argue that the managers’ IWB strengths the WD/WRP positive relationship.
The obtained research results guideline the Company’s administration to determine preciously the desired modifications in job characteristics which are needed to foster the managers’ IWB and examine the impact of these modifications on the managers’ WRP at individual, teamwork and organization levels.
The present research bridges a serious gap in the current literature concerning the relationships among WD, WRP and IWB through adopting a comprehensive yet integrated WD and WRP measures that help examining the impact of wide range of job characteristics not only at individual WRP level, but also at teamwork and organizational levels. The research also adds new insight to the current literature by mediating the IWB to explain WD/WRP direct relation.