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INNOVATIVE BEHAVIOR AS A MEDIATOR OF ORGANIZATIONAL

CLIMATE AND JOB STRESS’ INFLUENCES ON PERFORMANCE

Meisy Lathifah

, Rr. Sri Handari Wahyuningsih

Master of Management, Muhammadiyah University of Yogyakarta, Yogyakarta, Indonesia

meisylathifah66@gmail.com

PAPER INFO ABSTRACT

Received: June

2022

Revised: June

2022

Approved: June

2022

Background: Performance and job stress are two connected factors that

influence one another. A low to moderate degree of job stress will positively

affect performance, which will be at its best. When there is less pressure on

the staff, they often do their tasks more quickly and more effectively. On the

other hand, low work performance will result if employees are under a lot of

stress and have a ton of work to do.

Aim: The objective of the research is to identify the innovative behaviors

mediation role’s towards organizational climate, along with job stress

towards Muhammadiyah University of Yogyakarta postgraduate student

which already employed.

Method: Implementing the quantitative approach, data of the research

obtained by spreading questioner towards Muhammadiyah University of

Yogyakarta postgraduate students who were already employed. Purposive

data sampling technique was used, resulting in 89 respondents. SEM-PLS

(Purposive sampling) implentation is to analyze suggested relation model.

Findings: Based on the results of the research, employee’s performance can

be improve by the implementation of innovative behavior. Innovative

behavior as variable of mediation may applied towards organizational climate

and job stress in order to improve employee’s performance.

KEYWORDS

innovative behavior, organizational climate, job stress, employee performance

INTRODUCTION

World corporations’ organizational climate, including in Indonesia, facing various

problems due to the Covid-19 pandemic. Organizational climate change may be caused by

numerous factors, such as economic and social alterations. Organizational climate is an

environment which is faced by organizations in decision-making. According to Simamora in

Riani et al. (2017) organizational climate is the internal environment of an organization.

Organizational climate may influence the practice and the policy of human resources, which

can be accepted by the organization’s members. It is important to acknowledge that every

corporation will have a distinct organizational climate. Employees individual character and

occupational diversity which is created within the organization will reflect the difference.

Organizational climate may push the employees to show innovative behavior. Innovative

behavior itself is a process of the development of new ideas which is done by the organization.

According to De Jong & Den Hartog (2010), innovative behavior is illustrated as a distinctive

behavior with creativity, where the creativity only reaches to the idea, whereas the innovative

behavior will continue until how the idea can be implemented. Innovative behavior will appear

within the employee self caused by several factors. According to Hammond et al. (2011) there

are 3 main factors which influence innovative behavior; are internal factor, work factor, and

contextual factor. In the research, the employee’s innovative behavior caused by work factor,

Innovative Behavior as a Mediator of Organizational Climate and Job Stress’ Influences on Performance

1220 Interdisciplinary Social Studies, 1(9), Jun 2022

that the existing demand within work that requires the employee to be able to develop and

implement creative ideas.

Aside from focusing on an employee’s capability to innovate and introduce creative ideas

in the workplace, some corporations reported having issues with the job stress of their

employees. It is estimated that job stress will bring negative impact on employee’s efficiency

and attitude towards work environment. Job stress may have a positive impact on creativity

and innovative behavior of the employee when they really want to know about various

problems related to work. Ren and Zhang in Melhem et al. (2020) quoted that stress may

produce or hamper creativity and innovative behavior depending on the source. Stress may

have a positive impact if it creates challenges, such as tight deadlines. On the other hand, stress

may have a negative impact if caused by other factors, such as work inconvenience.

The increasing competition and professional work demand cause the pressures that burden

the employee within the work environment or outside of it, which leads to depressed employees

and affects the employee’s work performance (Sugiarti, 2018). According to Robbins & Judge

(2019) quoted that job stress and performance are two correlated matters that influence each

other. Low to mid level of job stress will have a good impact on performance, that performance

will be optimal. Usually the employees will do their assignments better and quicker when there

is less pressure on them. On the other hand, if the pressure experienced by the employees is

high, along with the huge amounts of work, it will produce low performance.

According to Robbins & Judge (2019) job stress and performance are two correlated

matters that influence each other. Low to mid level of job stress will have a good impact on

performance, that performance will be optimal. Usually the employees will do their

assignments better and quicker when there is less pressure on them. On the other hand, if the

pressure experienced by the employees is high, along with the huge amounts of work, it will

produce low work performance. In contrast with the research from Murali et al. (2017) time

and work pressure provide significantly negative on an employee’s work performance.

Organizational climate is an invisible social force that can move people in an organization

to carry out work activities. Organizational climate is one of the crucial factors in building

human resources through aspects of changing behaviour and attitudes, which are expected to

adapt to ongoing or future challenges (Manik & Megawawi in Asbari et al. (2019). Other

research results from Haholongan & Kusdinar (2019) say that Organizational Climate has a

positive influence on innovative employee behaviour. Therefore, companies must design a

positive organizational climate and support employees to display innovative behaviour.

Job stress is an unpleasant psychological state that suppresses a person's self and soul

beyond their capabilities. According to Goswami (2015), job stress is the perception of the

difference between environmental demands and the individual's capacity to fulfil those

demands. In increasing innovative behaviour, employees are affected by job stress. The higher

the work stress employees face in the company, the lower the innovative behaviour that

employees provide. Based on the results of previous research by Melhem et al. (2020) job

stress has a negative and significant impact on innovative behaviour.

Organizational climate influences work because every organization has a different

organizational climate. Organizational climate significantly contributes to each individual in

the organization, which in turn will also affect employee morale. Research conducted by

Luqman et al. (2020) states that feeling comfortable in a healthy organizational climate will

Innovative Behavior as a Mediator of Organizational Climate and Job Stress’ Influences on Performance

1221 Interdisciplinary Social Studies, 1(9), Jun 2022

lead to an increase in employee performance. That means that organizational climate positively

and significantly impacts employee performance.

Sugiarti (2018) says that work stress is an essential aspect for organizations, especially its

relation to employee performance. Organizations must have good performance. High and good

performance can help organizations gain profits. On the other hand, if performance decreases,

it can harm the organization. Several studies examine the relationship between job stress and

employee performance. Research by Khuong & Yen (2016) suggests that job stress harms

employee performance. That is, the higher the job stress experienced by employees, the

performance of employees will decrease.

Innovative behavior is a work behavior that has the aim of generating, introducing and

implementing new ideas that are useful for the company (West & Farr as cited in J. P. J. De

Jong (2007). In creating good employee performance, one of them is influenced by employees'

innovative behaviour. The higher the creative behaviour created by employees, the better the

version produced by employees. Based on the results of previous research conducted by Vel et

al. (2018) innovative behaviour positively impacts performance, as seen from its work

performance. Further reinforced by Kim & Koo (2017) said that there is a positive relationship

between innovative behavior and employee performance.

A conducive organizational climate needs to be created to maximise employee

performance. Organizational climate is an environmental pattern that determines the

emergence of work motivation and is centred on perceptions that are reasonable and can be

assessed so that it influences employee performance in the organization (Sagay, Tewal, & Sendow,

2018). The results of research conducted by Purwanto et al. (2020) show that the organizational

climate has a positive and significant effect on employee performance through the mediation

of innovative behaviour. So the hypothesis developed is that with the innovative behaviour of

employees, the organizational climate will increasingly have a good influence on employee

performance.

According to Mangkunegara (2018) job stress is a feeling of pressure experienced by

employees in dealing with work. Job stress negatively and significantly affects employee

performance (Khuong & Yen, 2016). Job stress negatively and significantly will also affect the

innovative behaviour of employees. The higher the work stress received, the smaller the

innovative behaviour that employees will generate.

From the discussion above, it can be seen that there are distinctions among the result of

the research from several sources, and some phenomena occuring in several companies, the

researchers were interested in carrying out research on innovative behavior as mediating the

effect of organizational climate and job stress on performance.

Based on the explanation, the research model proposed is as follows:

Innovative Behavior as a Mediator of Organizational Climate and Job Stress’ Influences on Performance

1222 Interdisciplinary Social Studies, 1(9), Jun 2022

Figure 1. Research Model

METHOD

This study uses quantitative analysis with the system used as a survey. The sampling

technique used is non-probability sampling, with the technique has taken being purposive

sampling. The number of suitable samples for PLS is based on Cohen's table, with the

maximum number of arrows leading to the construct of as many as five arrows, with a

maximum significance level of 0.05% and a minimum R2 of 0.50 is a minimum of 45 samples.

In this case, there were 89 respondents studied.

The questionnaire was distributed through online media using Google Form. Information

is obtained directly by sending personal WhatsApp messages to respondents and obtained

indirectly using the study program WhatsApp group.

The quantitative data analysis used to test the hypothesis of this research is PLS or Partial

Least Square. Evaluation of the model in PLS consists of two stages: the evaluation of the

external model or the evaluation of the model and the evaluation of the internal or structural

model (Haryono, 2017).

Convergent validity is measured by looking at the outer loading. The questionnaire

statement is declared valid if it has an outer loading above > 0.60. Meanwhile, the construct is

said to be reliable if it has a composite reliability value or Cronbach's Alpha is more than 0.7

or can be seen from the AVE value ≥ 0.5.

RESULTS AND DISCUSSION

To find out whether the hypothesis test is rejected or accepted are to perform bootstrapping

on the PLS software and then look at the significant values between constructs, t-statistics, and

p-values. The hypothesis can be accepted if it has a significant t-value > 1.96 (significant level

= 5%) or a p-value <0.05.

Job Stress

Organizational

Climate

Innovative Behavior

Employee

Performance

Innovative Behavior as a Mediator of Organizational Climate and Job Stress’ Influences on Performance

1223 Interdisciplinary Social Studies, 1(9), Jun 2022

Table 1. Path Coefficients Bootstrapping

Original

Sample

Mean

Standard

Error

Statistics

P Value

Result

Organizational

Climate ->

Innovative

Behavior

0.492

0.494

0.092

5.338

0.000

Accepted

Job Stress ->

Performance

-0.116

-0.112

0.079

1.459

0.145

Rejected

Organizational

Climate ->

Performance

0.045

0.082

0.552

0.581

Rejected

Job Stress ->

Innovative

Behavior

-0.089

-0.113

0.124

0.717

0.474

Rejected

Innovative

Behavior ->

Performance

0.768

0.767

0.058

13.330

0.000

Accepted

Source: Data Processed

Hypothesis 1 states that organizational climate has a positive and significant effect on

innovative behavior. Based on the calculation of t-statistics in this study is 5.338 or > 1.96 and

p-value 0.000 (<0.05), then hypothesis 1 is accepted.

The second hypothesis in this study has a t-statistic of 1.459 (< 1.96) and a p-value of

0.245 (>0.05). So that hypothesis 2 which states that jobstress has a negative effect on

innovative behavior is rejected.

Hypothesis 3 states that organizational climate has a positive effect on employee

performance. In the calculation, t-statistics are less than 1.96 that is 0.552 and p-values are

greater than 0.05 that is 0.581. So hypothesis 3 in this study is rejected.

Hypothesis 4 suspects that job stress has a negative effect on employee performance.

Based on the calculations in the table above, it is stated that the t-statistics are 0.717 (<1.96)

and p-values are 0.474 (>0.05), so that hypothesis 4 in this study is rejected.

Hypothesis 5 states that Innovative Behavior has a positive effect on employee

performance. based on the calculation of the path coefficient, it is stated that the t statistic is

more than 1.96, which is 13.330 and the p value is less than 0.05, which is 0.000. So, hypothesis

5 in this study is accepted.

Innovative Behavior as a Mediator of Organizational Climate and Job Stress’ Influences on Performance

1224 Interdisciplinary Social Studies, 1(9), Jun 2022

Table 7. VAF Calculation

Direct

Effect

Indirect

Effect

Total

Effect

VAF(%)

Description

Organizational Climate -

> Performance

0.535

0.416

0.951

43.74

Partial

Mediation

Job Stress ->

Performance

-0.400

-0.254

-0.654

38.84

Partial

Mediation

Source: Data Processed

Based on the table above, it is known that innovative behavior can partially mediate

organizational climate on employee performance. The VAF value for the influence of

innovative behavior variables as a mediator on organizational climate variables and employee

performance is 43.74%.

Innovative behavior can also partially mediate jobstress on employee performance. The

VAF value for the innovative behavior variable as a mediator of the job stress variable on

employee performance is 38.84%.

CONCLUSION

Based on the results of testing the hypotheses, it was proven that organizational climate

has a positive and significant influence on innovative behavior. There is a non-significant

negative effect between the job stress variable and innovative behaviour. The organizational

climate has a positive and insignificant effect on employee performance.

Job stress has a negative but not significant effect on employee performance. There is a

positive and significant influence between innovative behavior and employee performance.

Meanwhile, organizational climate has no direct effect on employee performance but has a

positive and significant effect on innovative behavior. Innovative behavior has a significant

effect on performance. Lastly, job stress has no direct effect on employee performance but has

no significant effect on innovative behavior. Innovative behavior has a significant effect on

employee performance.

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