IMPACT OF INNOVATIVE WORK BEHAVIOR ON ORGANIZATIONAL PERFORMANCE IN PAKISTAN

Abstract

Introduction: Business objectives span from making profits to offering goods or services while also supporting social initiatives or conducting research and fulfilling particular missions. Objectives: The research establishes the following particular goals: To Study the significance of innovative work behavior in the organizations and to analyze the effect of IWB on the employee’s performance in the organization. Methodology: The research utilizes a cross-sectional approach to gather data once for obtaining a temporary overview of variable relationships during that time. The research explores federal workers employed in Pakistan as its target population. There are approximately 565,082 federal employees across various departments and divisions, with about 26,481 holding higher administrative roles (BPS 17-22). In the ten largest divisions, there are around 20,182 employees, representing the main strata for this study. Results: The distributed survey consisted of 500 online surveys with an included cover page elucidating survey needs and objectives together with definitions to help participants better understand the survey variables. The survey results show that male participants (66.9%) belong to an age group between 26 and 35 years (50.2%), indicating a younger, predominantly male workforce within Pakistan's federal sector. The results show strong correlations between the constructs, indicating that employee innovative behavior has a positive impact on job performance (0.832) and task performance (0.808). Public service motivation is positively related to societal impact potential (0.827) and task performance (0.802). Conclusion: This research evaluated the complex chain between Task Performance (TP), Public Service Motivation (PSM), Innovative Work Behavior (IWB) and Job Performance (JP) in public sector organizations within Pakistan. This research investigated the elements which contribute to developing innovative working practices among public sector personnel since it recognizes innovation as a central performance driver.