Decent work and innovative work behavior of academic staff in higher education institutions: the mediating role of work engagement and job self-efficacy

The study's focus is on the impact of decent work on the innovative work behavior of academic staff in higher education institutions, particularly within the context of Egypt's evolving labor market. The International Labour Organization's (ILO) concept of decent work, encompassing fair wages, safe working conditions, employee rights, and social dialogue, is examined as a potential driver of innovation. The study aims to address a gap in the literature by investigating the micro-level effects of decent work, specifically its influence on the innovative work behavior of academic staff. This is especially pertinent given the unique challenges faced by academics, including a demanding workload encompassing teaching, research, and administrative duties, often coupled with resource constraints and limited career advancement opportunities. The study also explores the mediating roles of work engagement and job self-efficacy, proposing that a decent work environment fosters engagement, which, in turn, leads to more innovative behavior, and that job self-efficacy enhances work engagement.

The literature review examines the evolving concept of decent work, its multidimensional aspects (employment, social protection, workers' rights, and social dialogue), and its connection to organizational performance. It explores the definition and measurement of Innovative Work Behavior (IWB), highlighting its association with employee creativity and the implementation of new ideas. The review also explores the role of work engagement as a key factor influencing employee behavior and performance, including its relationship with job resources and demands. Further, the concept of job self-efficacy, an individual's belief in their capability to perform a task, is reviewed, highlighting its importance in achieving work-related outcomes. The literature highlights the limited research on the micro-level impact of decent work, especially in the academic context of developing economies. Existing studies focus on other aspects such as organizational slack and intrinsic rewards but have largely overlooked the relationship between decent work and IWB among academics, particularly in higher education institutions in developing countries. The review emphasizes the need for more empirical research examining the role of decent work as an antecedent of innovative work behavior, rather than an outcome.

This study employed a quantitative, cross-sectional research design, collecting primary data from 224 academic staff members in Egyptian public and private universities. A purposive non-probability sampling technique was used, with online questionnaires distributed via Google Forms and LinkedIn. The questionnaire comprised five sections: (a) decent work (Duffy et al.'s Decent Work Scale), (b) work engagement (Utrecht Work Engagement Scale-9), (c) IWB (Janssen's IWB scale), (d) job self-efficacy (Schwarzer and Jerusalem's Self-Efficacy scale), and (e) demographic characteristics. The data collected were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM), a technique suitable for examining complex relationships among variables. Prior to the main analysis, the questionnaire underwent validation through expert interviews and scale reliability and validity were assessed, including convergent validity and discriminant validity using factor loadings, composite reliability, average variance extracted (AVE), heterotrait-monotrait ratio (HTMT), and the Fornell-Larcker criterion. Common method bias was also examined. The analysis included direct and indirect effect assessments, mediating effects, and examination of multicollinearity using variance inflation factor (VIF).

The PLS-SEM analysis revealed several key findings. First, contrary to the initial hypothesis (H1), decent work environment (DWE) did not have a significant direct effect on Innovative Work Behavior (IWB). Second, DWE had a significant and positive impact on work engagement (H2), supporting the hypothesis. Third, work engagement significantly and positively influenced IWB (H3), aligning with the hypothesis. Fourth, the mediation analysis showed that work engagement fully mediated the relationship between DWE and IWB (H4), indicating that the positive effect of DWE on IWB was entirely indirect and channeled through work engagement. Fifth, DWE showed a significant and positive effect on job self-efficacy (H5), supporting the hypothesis. Sixth, job self-efficacy significantly and positively impacted work engagement (H6), also supporting the hypothesis. Seventh, the analysis indicated a partial mediating role of job self-efficacy in the relationship between DWE and work engagement (H7), suggesting that DWE influences work engagement both directly and indirectly through job self-efficacy.

The findings suggest a complex interplay between decent work, work engagement, job self-efficacy, and IWB among academic staff. The lack of a direct effect of DWE on IWB may be attributed to the complexity of the academic environment, where factors beyond decent work conditions, such as resource availability and institutional culture, might influence innovative behaviors. The full mediating role of work engagement implies that improving workplace conditions, leading to higher engagement, is crucial for boosting innovation. The partial mediating role of self-efficacy reinforces the importance of fostering employees’ belief in their abilities to perform effectively, thereby enhancing their engagement and, consequently, their IWB. The study supports the conservation of resources theory by demonstrating that decent work resources positively influence engagement, which then affects IWB. The results also align with social exchange theory, suggesting that positive working relationships and a supportive environment reciprocate to higher levels of employee initiative. The findings highlight the importance of focusing on work engagement as a critical pathway to fostering innovation among academics.

This study provides valuable insights into the relationship between decent work and IWB among academic staff in higher education institutions in Egypt. The findings emphasize the importance of fostering a decent work environment to enhance work engagement, a critical mediator in the pathway to IWB. The study highlights the mediating role of job self-efficacy and suggests a multifaceted approach to promoting academic staff’s IWB. Further research could explore the moderating effects of other variables, adopt longitudinal designs for causal inference, and investigate the employer's perspective to gain a more comprehensive understanding of this dynamic relationship.

This study has several limitations. The cross-sectional design limits the ability to establish causal relationships. The sample is predominantly female and concentrated in Cairo, limiting generalizability. The convenience sampling technique might introduce bias. The reliance on self-reported data might inflate the results due to social desirability bias. Future research should address these limitations by employing longitudinal designs, using more diverse and representative samples, applying alternative data collection methods, and controlling for common method variance.