Predicting task performance from psychological ownership and innovative work behaviour: A cross sectional study

Atatsi, Eli Ayawo; Azila-Gbettor, Edem M.; Mensah, Christopher Article Predicting task performance from psychological ownership and innovative work behaviour: A cross sectional study Cogent Business & Management Provided in Cooperation with: Taylor & Francis Group Suggested Citation: Atatsi, Eli Ayawo; Azila-Gbettor, Edem M.; Mensah, Christopher (2021) : Predicting task performance from psychological ownership and innovative work behaviour: A cross sectional study, Cogent Business & Management, ISSN 2331-1975, Taylor & Francis, Abingdon, Vol. 8, Iss. 1, pp. 1-15, https://doi.org/10.1080/23311975.2021.1917483 This Version is available at: https://hdl.handle.net/10419/245028 Standard-Nutzungsbedingungen: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden. 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Azila-Gbettor & Christopher Mensah | (2021) Predicting task performance from psychological ownership and innovative work behaviour: A cross sectional study, Cogent Business & Management, 8:1, 1917483, DOI: 10.1080/23311975.2021.1917483 To link to this article: https://doi.org/10.1080/23311975.2021.1917483 © 2021 The Author(s). This open access article is distributed under a Creative Commons Attribution (CC-BY) 4.0 license. Published online: 31 May 2021. Submit your article to this journal Article views: 821 View related articles View Crossmark data MANAGEMENT | RESEARCH ARTICLE Predicting task performance from psychological ownership and innovative work behaviour: A cross sectional study Eli Ayawo Atatsi 1 , Edem M. Azila-Gbettor 2 * and Christopher Mensah 3 Abstract: The study examines a mediated mechanism for enhancing nurses’ task performance through the interaction of psychological ownership and innovative work behaviour. Data for the study was conveniently collected using self-reported questionnaires from a sample of 438 respondents and analysed using partial least square-based structural equation modelling . Results showed that psychological ownership of nurses improves their’ innovative work behaviour and task performance. Besides, innovative work behaviour was found to positively predict nurses’ task performance and further mediates the effect of psychological ownership on task performance. Health-care managers can capitalize on psychological ownership competencies of nurses to enhance their innovative work behaviour and performance. This can foster the promotion of quality and efficient health-care services which are critical in any health-care facility and for nations at large. Subjects: African Studies; Work Motivation; Personnel Selection, Assessment, and Human Resource Management; Education Studies; Higher Education Keywords-: Psychological ownership; innovative work behaviour; task performance; nurses; health care facilities; Ghana ABOUT THE AUTHOR Eli Ayawo Atatsi is a PhD holder and Lecturer in the Department of Modern languages and Communication, Ho Technical University. Her research interests are in the fields of organizational leadership, employee behaviours and oranizational performance. Edem M. Azila-Gbettor is a Senior Lecturer and PhD holder in the Department of Management Sciences, Ho Technical University. His research interests are in the fields of governance, organizational leadership, employer and employee behavioural issues and higher education leadership and management. Christopher Mensah: is Associate Professor of tourism at the Department of Hospitality and Tourism Management, Ho Technical University. His research interests are in the fields of sexual harassment in hospitality and tourism/customer satisfaction; hospitality human resource management; academic dishonesty; festivals and trade fairs; and hospitality education. PUBLIC INTEREST STATEMENT Public Interest Statement This study investigated the mediating effect of innovative work behaviour on the direct relationship between psychological ownership and task performance among nurses in Ghana. The outcome of the study reveals the interaction between psychological ownership and innovative work behaviour positively enhances nurse’s task performance. The findings of the study have important implication for the management of health-care institutions. Managers should continuously monitor and evaluate employees’ innovative work behaviours so that such behaviours could be constantly reinforced and maintain within the organization. Atatsi et al., Cogent Business & Management (2021), 8: 1917483 https://doi.org/10.1080/23311975.2021.1917483 Page 1 of 15 Received: 28 January 2021 Accepted: 11 April 2021 *Corresponding author: Edem M. Azila-Gbettor, Department of Management SciencesHo Technical University, Ho, Ghana. Email: [email protected] Reviewing editor: Teresa Villace, Universidad Rey Juan Carlos, Fuenlabrada – Madrid, Madrid, Spain Additional information is available at the end of the article © 2021 The Author(s). This open access article is distributed under a Creative Commons Attribution (CC-BY) 4.0 license. 1. Introduction Job performance describes the effectiveness and efficiency of individuals in fulfilling their assigned roles and responsibilities (Van Scotter & Motowidlo, 1996); and is categorised as either contextual performance or task performance (Coleman & Borman, 2000). Task performance comprises of activities undertaken by employees as part of their job description that directly contributes to organisational productivity (Coleman & Borman, 2000) or the technical core of the organisation (Tong, 2018). Nurses task performance, the focus of this study describes how effective and efficient nurses perform their responsibilities and duties associated with the direct care of patients (Dieleman et al., 2006). Performance of nurses is regarded as an essential constituent in the delivery of quality and excellent health care (Amarneh et al., 2010; Kurniati et al., 2014). Hee et al. (2016) posits, an outstanding nurses’ performance is likely to engender fulfilled patients and create positive consequences for organisations. As a result, managers of health-care institutions should take keen interest in creating work environment and experiences that help to optimise nurses’ productivity. Furthermore, identifying and comprehending the factors that can enhance nurses’ task performance would enable managers to increase efficiency in their health-care interventions. Figure 1 Employees attitude and behaviour toward their duties plays a critical role in the competitiveness and the survival of enterprises (Akçin et al., 2018; Nasifoglu Elidemir et al., 2020). For example, employee psychological attachments towards an organisation and object may generate both attitudinal and behavioural consequences that can facilitate the employee’s continuous association with that organisation or object (Asatryan & Oh, 2008; Pierce et al., 2004; Yuksel et al., 2019). This sense of ownership forms an innate part of the employee’s relation with the organisation and helps to develop individuals’ sense of “mine” or “ours” feeling towards the organization (Akçin et al., 2018; Pierce et al., 2004; Van Dyne & Pierce, 2004). Literature suggests that employees that exhibit possessive ownership in organisations may undertake responsibilities, accept to assume risks and accountability for their actions regarding the organisation and thus influence the success of the organisation (Akçin et al., 2018; Md-Sidin et al., 2009; Wang et al., 2019). Innovative work behaviour which consists of “idea generation, idea promotion and idea realisation” is conceptualised as the “creation, introduction and application of new ideas within a work role, group, organisation, in order to benefit the role performance of the group or the organisation” (Janssen, 2000, p. 288). Innovative work behaviour is a workplace behaviour that is based on social interaction among employees, provision of needed support for the promotion and the realisation of ideas required for innovation development (Janssen, 2000; Widmann et al., 2019). Employees who exhibit innovative work behaviour at the workplace are critical assets as they create and facilitate innovative processes, enable effective communication and proffer problem-solving schemes to move the organisation forward (Messmann & Mulder, 2015; Widmann et al., 2019) Figure 1. Mediating effect of innovative work behaviour on the relations between ownership and task performance. Atatsi et al., Cogent Business & Management (2021), 8: 1917483 https://doi.org/10.1080/23311975.2021.1917483 Page 2 of 15 and promote a healthy relationship with clientele (Messmann & Mulder, 2015). Masood and Afsar (2017) and McSherry and Douglas (2011) contend that innovative work behaviour among healthcare organisations and nurses is achievable by undertaking tasks differently and this approach can help in client management, quality care delivery and effective communication in hospitals. In Masood and Afsar (2017) study involving public sector hospitals in Pakistan, innovative work behaviour was found to be higher among nurses that shared their knowledge on inaccuracies and best practices with colleagues. A review of existing literature suggests that while innovative work behaviour (Weng et al., 2015; Xerri & Reid, 2018; Yang et al., 2019; Yasir & Majid, 2019) and psychological ownership(Kaur et al., 2013; Schirle et al., 2019; Yoo et al., 2012) constitute current and central issues in the nursing literature, the effect of psychological ownership on innovative work behaviour and task performance is understudied. In many nursing studies, psychological ownership has been examined either as a mediating variable in the study of spiritual and emotional intelligence and burnout behaviour linkage (Kaur et al., 2013) or outcome variable in the study of practice environment and psychological ownership relation (Schirle et al., 2019); professionalism, organizational citizenship behaviour and psychological ownership (Yoo et al., 2012). Surprisingly, an understanding of how innovative work behaviour contributes to task performance is still lacking, particularly among nursing professionals. Furthermore, the mechanisms through which psychological ownership predict task performance among nurses need to be explained. Researchers have studied innovative work behaviour as a mediating variable in the work environment (Battistelli et al., 2014; Van Zyl et al., 2019). For example, Van Zyl et al. (2019) found innovative work behaviour as an important factor that translates the engaging energies of employees into performance. Understanding how nurses’ innovative behaviour interacts with their ownership feelings would be vital for the way they choose to perform at the workplace. Strangely, the mediating role of innovative work behaviour on psychological ownership and task performance nexus is yet to be empirically explored. The purpose of the current research was to determine the role of psychological ownership in predicting task performance and innovative work behaviour of nurses and investigate the mediating role of innovative work behaviour on the association between psychological ownership and task performance. This comprehension is critical for the improvement in nurses’ task performance and ability to meet high expectations in the healthcare services delivery. This study makes the following contributions to the health-care literature. First, the study adds to innovative work behaviour literature by identifying psychological ownership as its antecedent and further explains the probable influence of psychological ownership on nurses’ innovative work behaviour. The study unambiguously reveals that nurses’ innovative work behaviour can be immensely enhanced if they develop ownership feelings towards their organisation. Second, studies using mediating model of innovative work behaviour on psychological ownership and task performance relationship has not been explored in the nursing literature. Third, earlier health care studies that have examined innovative work behaviour and psychological ownership are conducted among Asias and Western countries (Kaur et al., 2013; Schirle et al., 2019; Weng et al., 2015; Yang et al., 2019; Yasir & Majid, 2019). The study therefore augments existing literature by examining the model within an unrepresented context, thus nurses in a developing country. 2. Theoretical framework The study is informed by self-identity theory and theory of planned behaviour. Self-identity describes how individuals identify themselves that serve as a symbolic expression of the self. Proponents of the theory view self-identity as a crucial influencer on employee behaviour (Granberg & Holmberg, 1990; Markus, 1980; Rosenberg, 1981; Turner, 1982). When employees have a stronger identity towards their organisations, their feeling of belonginess or possession Atatsi et al., Cogent Business & Management (2021), 8: 1917483 https://doi.org/10.1080/23311975.2021.1917483 Page 3 of 15 increases which may lead to increases in task performance and engagement in innovative work behaviour (Pierce et al., 2001). The theory of planned behaviour was developed by social psychological Ajzen, 2002). This theory provides a means of predicting and comprehending human behaviour. The theory suggests that employee behaviours are a direct function of perceived behavioural intentions and control, where intentions is influenced by a combination of three factors including attitude towards the behaviour, subjective norms, and perceived behavioural control. In the current study, we argue that employees will demonstrate more innovative work behaviour when they feel more attached to the organisation. Besides, individuals who show innovative work behaviour would demonstrate tough attitudes (Yousef, 2000), and with high-level of involvement and motivation to perform a given organisational responsibilities effectively (Khan et al., 2015), thereby enhancing their performance level. 2.1. Literature review 2.1.1. Psychological ownership, task performance and innovative work behaviour Han et al. (2015) posit that employee performance can be improved when they experience psychological ownership at the workplace. Though little is known about the relationship between psychological ownership and employee task performance in the context of the health sector, previous empirical evidence from other fields of study have established that psychological ownership positively influences performance since it encourages a sense of ownership and belongingness (Avey et al., 2009; Pierce et al., 2003, 2019; Renz et al., 2020). For example, in a recent meta-analysis conducted by Zhang et al. (2020), psychological ownership positively predicted performance. Similarly, Ghafoor et al. (2011) found psychological ownership of 270 telecommunication employees in Pakistan to positively influenced their performance. Again, Md-Sidin et al. (2009) reported a positively significant relation between psychological ownership and performance in the study of 329 business school lecturers in 17 public universities in Malaysia. Finally, Han et al. (2015) reported a positive influence of psychological ownership on 330 employees’ contextual performance in Germany. According to Liu et al. (2019), workers are encouraged to participate in behaviours that protect their organisation when they feel the organisation is part of them. Several scholarly works have noted psychological traits and processes are predictors of individual’s innovative work behaviour (Liu et al., 2019; Michael et al., 2011; Yuan & Woodman, 2010). For instance, Woo et al. (2019) reported a positive association between psychological ownership and employees innovative work behaviour among 146 military health personnel in China. The study of Liu et al. (2019) also identified a significant relationship between psychological ownership and innovative work behaviour and conclude that, the feeling of belongingness of employees strengthens individuals’ possessive feelings and inspires a sense of responsibility that energises them to engage in innovative behaviours in their respective organisations. Based on the above evidence, the following hypotheses are proposed. H 1 : Psychological ownership will positively predict nurses’ task performance. H 2 : Psychological ownership will positively predict nurses’ innovative work behaviour. 2.1.2. Innovative work behaviour and task performance Berisha et al. (2020) posit that employees who exhibit higher levels of creative behaviour are likely to be top performers at work. Workers’ creative job behaviour has been shown to influence their performance (Ali & Al-Owaihan, 2008; Hayati & Caniago, 2012). For example, Leong and Rasli (2014) examined 300 employees in an integrated automotive organisation based in Malaysia and found their innovative work behaviour predicted work role performance. Similarly, the finding of Atatsi et al., Cogent Business & Management (2021), 8: 1917483 https://doi.org/10.1080/23311975.2021.1917483 Page 4 of 15 Berisha et al. (2020) involving 214 respondents from 134 private and 15 public organisations in the Republic of Macedonia suggests that innovative work behaviour correlates positively with employee work performance. Based on the above evidence, it is hypothesis that: H 3 : Innovative work behaviour will positively predict nurses’ task performance. 2.1.3. Mediating role of innovative work behaviour. Earlier review has demonstrated that psychological ownership has a positive influence on performance (Avey et al., 2009; Han et al., 2015; Pierce et al., 2003; Renz et al., 2020) and employees innovative work behaviour (Liu et al., 2019; Michael et al., 2011; Woo et al., 2019; Yuan & Woodman, 2010). Similarly, when an employee participates in innovative work behaviour, they perform their work more effectively, which contributes to improved task efficiency and performance (Aryee et al., 2012; Berisha et al., 2020; Hayati & Caniago, 2012; Leong & Rasli, 2014). In effect, this implies employees who feel strong attachment with their organisations are more likely to take initiative in their work, thus find innovative means to improve upon their work or performance. This study therefore assumes that innovative work behaviour has a mediating impact on the relationship between psychological ownership and task performance. H 4 : Innovative work behaviour mediates the effect of psychological ownership on nurses’ task performance. 3. Methodology 3.1. Sample and procedure Four hundred and thirty-eight (438) nurses working across 25 district, municipal and regional health facilities in the Volta Region of Ghana participated in the study. A convenient sampling technique was used to select the respondents at their workstations with the help of their supervisors. The questionnaires were administered in April 2018 and took 22 minutes on the average to be completed. Prior to handing over the self-reported questionnaires to the respondents, the participants were informed about their right to consent to participation in the study as well as assuring them of anonymity and confidentiality of information they have provided. 3.2. Measures Data for the study was collected using existing validated scales. Table 1 provides a summary of the sources, number of items and scale range, and the original reliability of the latent variables examined in the study. Sample items include (a) psychological ownership-(i) “I feel I belong to this organisation” and (ii) “I take possible corrective action if anything goes off the track in my organisation”, (b) innovative work behaviour—(i) “I create new ideas for difficult issues” and (iii) “I transform innovative Table 1. Sources of measures of concepts Latent construct No. of items Source Original crombec alpha value Range of scale Psychological ownership 12 Shukla and Singh (2015) 0.79 5-point LS; 1(strongly disagree) to 5(strongly agree). Innovative work behaviour 9 J. De Jong and Den Hartog (2010) 0.89 7-point LS; 1(never) to 7 (always). Task performance 9 Goodman and Svyantek (1999) 0.93 5-point LS; 1(strongly disagree) to 5(strongly agree). Atatsi et al., Cogent Business & Management (2021), 8: 1917483 https://doi.org/10.1080/23311975.2021.1917483 Page 5 of 15 ideas into useful applications” and (c) task performance—(i)“I demonstrate expertise in all job-related tasks” and (ii) “I am competent in all areas of the job, handle tasks with proficiency”. 3.3. Analytical approach Data was processed using IBM SPSS Statistics version 24.0. Respondents’ profile was analysed using descriptive statistics. The hypotheses set out in the research model were tested using partial least square-based structural equation modelling (PLS-SEM). The choice of PLS-SEM was informed by its ability to estimate causal relationships among all latent constructs simultaneously, while dealing with measurement errors in the structural model (Hair et al., 2017). Measurement model including internal consistency, convergent validity and discriminant validity were assessed in the first step. The evaluation of structural model including test of collinearity among constructs and the significance and relevance of hypotheses was done in the second step. 4. Results As shown in Table 2, respondents were made up of 65.30% female and 34.70% male. Exactly, 51.37% of the respondents were between 26 and 34 years, 51.83% were married and mostly State Registered Nurses (57.53%) and 49.77% have between 6 and 10 years working experience. The sex and age composition of the respondents of the study represent the demographic profile of nurses in Ghana (Asamani et al., 2019). 4.0.1. Measurement model assessment The quality of the measurement model was tested using the reliability and validity coefficients of latent variables. The test of validity and reliability was performed and confirmed by iteratively observing the factor loadings. Items of latent variables that did not meet the threshold of 0.7 were removed. For example, two, three and seven indicators of innovative work behaviour, task performance and psychological ownership were deleted, respectively. As shown in Table 3, all measures of the latent variables were robust in terms of their reliability as their composite reliability coefficients ranged from 0.839 to 0.935 exceeding the recommended threshold value of 0.70 (Bagozzi & Yi, 1988). Furthermore, the coefficients of Cronbach alpha ranged from 0.763 to 0.919, exceeding the recommended threshold of 0.7 (Nunnally, 1978). Likewise, the coefficients of average variance explained for all variables were higher than 0.50, ranging from 0.514 Table 2. Demographic profile of sample Characteristic Frequency Percent Gender Male 152 34.70 Female 286 65.30 Age ≤25 yrs 42 9.59 26–34 yrs 225 51.37 35–44 yrs 130 29.68 45–55 yrs 12 2.74 ≥56 yrs 29 6.62 Marital status Single 211 48.17 Married 227 51.83 Tenure ≤5 yrs 138 31.51 6–10 yrs 218 49.77 11–15 yrs 64 14.61 ≥16 yrs 18 4.11 Category of nurse Community nurses 186 42.47 State registered nurses 252 57.53 Atatsi et al., Cogent Business & Management (2021), 8: 1917483 https://doi.org/10.1080/23311975.2021.1917483 Page 6 of 15 to 0.674, thus affirming the reliability and convergent validity of the model’s latent variables (Hair et al., 2014). Discriminant validity was appraised using Fornell and Larcker (1981) and Heterotrait Monotrait (HTMT) criteria (Henseler et al., 2015). As shown in Table 4, the square root of AVEs of all variables in the matrix diagonal is greater than the related correlation in corresponding rows and columns, thus demonstrating the quality of the reflective model (Hair et al., 2013). For example, the square root of AVE for task performance (0.717) is greater than the corresponding row correlation (0.483) and column correlation (0.426). Subsequently, the three latent variables used in the study differ from each other, thus signifying the quality of the measured variables. Finally, we evaluated the Heterotrait-Monotrait proportion of associations (HTMT) criteria for each pair of reflective variables based on the item correlations (Henseler et al., 2015). As shown in Table 4, the results from the correlations pair of variables are less than the threshold values of HTMT = 0.90 (Gold et al., 2001; Henseler et al., 2015; Teo et al., 2008), we therefore confirmed the model’s discriminant validity. 4.1. Analysis of structural model The model fit was evaluated using the standardized root mean square residual (SRMR) composite factor model (Henseler et al., 2016). For the model, SRMR was 0.079 < 0.08, demonstrate a good model fit (Hu & Bentler, 1998). The adjusted R 2 (Table 3) criteria were used to assess the model’s explanatory power (Shmueli & Koppius, 2011). An examination of the endogenous constructs’ explanatory power shows that task performance (0.288), the primary outcomes have very weak R 2 values. Prediction of innovative work behaviour is also very weak with an R 2 value of 0.231. This is an evidence that joint effect of psychological ownership and innovative work behaviour explains 28.8% of the variations in task performance while psychological ownership accounted for 23.1% of variations in innovative work behaviour. Table 3. Factor loadings, Q 2 , R 2 , validity and reliability of latent constructs Constructs and items Loadings Q 2 CR R 2 CA AVE Innovative work behaviour 0.143 0.935 0.231 0.919 0.674 IWB3 0.796 IWB4 0.813 IWB5 0.833 IWB6 0.893 IWB7 0.826 IWB8 0.849 IWB9 0.730 Task performance 0.151 0.894 0.288 0.858 0.584 TP4 0.727 TP5 0.760 TP6 0.741 TP7 0.796 TP8 0.855 TP9 0.798 Psychological ownership 0.839 0.763 0.514 PsyOw1 0.713 PsyOw6 0.630 PsyOw7 0.771 PsyOw8 0.819 PsyOw10 0.709 Atatsi et al., Cogent Business & Management (2021), 8: 1917483 https://doi.org/10.1080/23311975.2021.1917483 Page 7 of 15 of Nursing Practice, 24(2), 1–6. https://doi.org/10. 1111/ijn.12620 Turner, J. C. (1982). Towards a Cognitive Redefinition of the Social Group. In H. Tajfel (Ed.), Social Identity and Intergroup Relations. Cambridge University Press (pp. 15-40) Van Dyne, L., & Pierce, J. L. (2004). 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Sustainability, 9(10), 1893. https://doi.org/10.3390/su9101893 Atatsi et al., Cogent Business & Management (2021), 8: 1917483 https://doi.org/10.1080/23311975.2021.1917483 Page 14 of 15 © 2021 The Author(s). This open access article is distributed under a Creative Commons Attribution (CC-BY) 4.0 license. You are free to: Share — copy and redistribute the material in any medium or format. Adapt — remix, transform, and build upon the material for any purpose, even commercially. The licensor cannot revoke these freedoms as long as you follow the license terms. Under the following terms: Attribution — You must give appropriate credit, provide a link to the license, and indicate if changes were made. You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use. No additional restrictions You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits. 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