Syntax Literate: Jurnal Ilmiah Indonesia p–ISSN:
2541-0849 e-ISSN: 2548-1398
Vol. 9, No.
11, November 2024
FACTOR ANALYSIS OF INNOVATIVE WORK BEHAVIOR IN IT EMPLOYEES WITH
MILLENNIAL GENERATION CHARACTERISTICS
Dewi Ulfah Arini1,
Hardani2, Rusmalia3
Universitas Semarang,
Semarang, Indonesia1,2,3
Email: [email protected]1
Abstract
This
study aims to analyze the factors that influence innovative work behavior in IT
employees with millennial generation characteristics. The millennial generation
is known as a group that is adaptive to technology and has great potential to
generate innovative ideas in the work environment. In the era of growing
digitalization, the innovative ability of IT employees is crucial for companies
to compete effectively. This research uses a quantitative approach with a
survey method involving IT employees aged 23-38 years as respondents. The data
collected was analyzed using factor analysis techniques to identify the main
variables that contribute to innovative work behavior. The results showed that
factors such as intrinsic motivation, supportive work environment,
transformational leadership, and innovative organizational culture have a
significant influence on the innovative work behavior of millennial generation
IT employees. The findings are expected to contribute to companies in
developing appropriate strategies to increase innovative work behavior among IT
employees, especially the millennial generation, to support the sustainability
of innovation in the organization.
Keywords: Innovative work behavior,
IT employees, millennial generation, intrinsic motivation, organizational
culture.
Introduction
This
increasingly developing technological era challenges the millennial generation
to make changes to new things. Based on the 2022 Global Innovative Index (GII)
report released by the World Intellectual Property Organization (WIPO),
Indonesia scored 27.90 and was ranked 75th out of 132 countries. According to
GII data in 2023, Indonesia was ranked 61st out of 132 countries with a score
of 30.3. This means that Indonesia is still far from being productive in
producing innovation compared to ASEAN countries, especially Malaysia, which is
already ranked 36th with an Index value of 40.9. The following is a comparison
of Indonesia with other groups of countries for each of the seven areas of the
Global Innovative Index (GII) graph in terms of position compared to other
countries.
The
millennial generation, which is identical and close to technology, makes them
quite reliable today in various lines. The 2023 BPS Census stated that the
increasing growth of the millennial population has caused changes in our
current industrial sector. There is a significant shift towards the digital
technology era due to the increasing number of productive population.
The composition of the Indonesian population according to the BPS survey is as
follows:
Figure 1. Population Composition by Generation
(percent), 2023
Based
on data from the Central Statistics Agency (BPS) which was released in 2020 on
the link www.data.goodstats.id on age groups regarding the structure of
Indonesia's future generations. In the released data, generation Z born between
1997 and 2012 dominates with a number of around 74.94 million people, or 27.94%
of the population who are in their youth to adolescence. Then, the next
generation is Millennials as a group born between 1981 and 1996 following with
a number of 69.38 million people who are the second dominant population with a
percentage of 25.87% and are classified as productive age. With this diverse
population composition, the challenges and opportunities faced by Indonesia are
increasingly complex, making it important to design policies that result in
progress for a country. Especially with the number of productive generations
which is classified as high.
The
millennial generation is unique compared to other generations in terms of
technological expertise, they are more interested in the digital or
internet-based world so that jobs are directed towards that area. This
statement is reinforced by Dicky Kartikoyono in Madiistriyatno and Hadiwijaya
The
attention of the millennial generation to technology has led to a broad ability
to think of new things and come up with new, original ideas in solving problems
in the work and social spheres. This condition is what causes the millennial
generation to be at the most productive age because they have ambitious,
creative, innovative and goal-oriented traits with high self-confidence and
self-esteem and are responsive to technology so that they can be an advantage
of the millennial generation to produce innovative ideas that have an impact on
the progress of the company
Innovative
work behavior is considered key to success in today's fast-changing and
competitive business, where organizations must continue to innovate to survive
and thrive (Sueb et al., 2023). Innovative work
behavior of employees is a primary and important source in the public sector to
identify innovation opportunities that are able to develop and implement the
innovation itself
Innovative
work behavior of IT employees can be manifested in various ways that broadly
include technology integration. This is like developing new user-friendly
features in applications, rearranging website pages in online media, different
resolution strategies or approaches to customers by adopting new ways from
competitors and innovations related to roles, relationships, goals and values
and objectives. Ultimately, the innovation can be in the form of adding,
strengthening, reducing, eliminating or replacing content, goals, activities
and other instruments.
One
of the factors that influence innovative work behavior according to Zheng et
al. (2014) is Job crafting. According to Bavik et al.
(2017) stated that job crafting is a change behavior initiated by employees
themselves that involves the goal of aligning work with their own preferences,
motives and desires. Slemp and Vella-Brodrick (2013) stated that job crafting
is the way in which employees take an active role in initiating changes in the
physical, cognitive, or social features of the work they do. The informal
process used by employees to shape their work practices so that they are in
line with their interests and values
Several
studies have shown that innovative work behavior can be influenced by job
crafting. This is supported by research from Triatmoko
and Yuniawan (2023) which states that there is a
positive influence both directly and indirectly on innovative work behavior. In
addition, the role of job crafting will be needed more both as a mediator and
directly on innovative work behavior (O'donovan &
Mc Auliffe, 2020) With good service and being served,
of course, employees will provide maximum work results so that they form job
crafting which is related to innovative work behavior (Bavik,
et al., 2017). The stronger employees do job crafting in every activity, not
only when obstacles arise, the stronger employees are in coming up with ideas
that are implemented and create innovative work behavior (Setyawan
& Artati, 2023).
In
addition to Job crafting, there are other factors that influence innovative
work behavior, namely cognitive diversity or the perspective of each individual
in it and the way each person processes information (Reynolds and Lewis, 2017).
Cognitive diversity was first recognized by Van Knippenberg, et al. (2004) who
stated that diversity does not only look at one side where diversity will have
a positive impact, especially in elaboration and innovation. According to
Noteboom et al. (2015) states that cognition and knowledge are manifested more
broadly in the form of a series of mental activities including proprioception,
perception, meaning making, categorization, inference, values and assessments
and emotions. Strengthened by, Pandolfo (2017) explains that cognitive
diversity is the difference in experience, knowledge, abilities, and skills
that form the basis of their perspectives, beliefs, attitudes and cognitive
styles. So, we can say that cognitive diversity is the difference in the
process of accumulating knowledge that results in differences in desired
behavior in an organization.
This
study uses cognitive diversity in teams because the work area of IT workers is
more in teams than individuals. Cognitive diversity reflects the extent to
which team members differ in attitudes, values and norms
Cognitive
diversity is not only seen based on its abilities but also based on special
skills and expertise or expertise diversity (Van der Vegt
and Buderson in Ancok et
al., 2010). Robbins and Judge (2022) stated that through a cognitively diverse
team, it will have a positive impact by providing and producing creative ideas
and ideas that are innovative and solution-oriented. In addition, diversity can
bring a broader understanding of complex issues and diverse perspectives into
the work team. In a study by Mansoor et al. (2013), it was stated that
cognitive diversity has a strong and positive effect on innovative work
behavior. However, cognitive diversity in a team does not always have a
positive effect on increasing team innovation.
Previous
studies have stated that team cognitive diversity encourages innovative work
behavior which is still inconsistent in both theoretical perspectives and
empirical findings. The results of Ancok et al.'s
(2010) study stated that diverse teams do not have a positive relationship with
innovative work behavior. Likewise, in Cui et al.'s (2023) study, team
cognitive diversity has no positive effect on innovative work behavior. In
several studies, the role of knowledge sharing can be used as a mediator or moderator
(Duong et al., 2023; Seo., 2023). In this study, knowledge sharing is used as a
mediator variable in both variables between job crafting and team cognitive
diversity.
The
role of knowledge sharing as a mediator variable is based on several studies
stating that the more active employees are in knowledge sharing, the more their
knowledge will develop. Knowledge sharing is the process of sending concrete
information from work experience, techniques and opinions of employees who have
knowledge to others with the hope that people will practically apply the
knowledge in the workplace (Yu et al., 2013). According to Nonaka (1994)
knowledge sharing is divided into two types, namely explicit knowledge sharing
which refers to formulas and processes and tacit knowledge sharing which comes
from experience and knowledge together to help others achieve their goals in
developing new ideas. According to Van Den Hoff and Ridder (2004) knowledge
sharing consists of two types, namely collecting knowledge and contributing
knowledge
In
reality, knowledge sharing in the field of technology is an absolute necessity
because of the high work challenges, especially the demands of dynamic
customers (Soebardi, 2012). Alavi (2000) stated that
knowledge sharing activities will be provided through various media such as
files, documents, direct experiences or between organizational elements
(Learning Management System). In line with research from Rahmi and Nurul
(2019), the higher the diversity of cognition in a team (ideas, concepts and
thoughts, insights) has a strong influence on knowledge sharing behavior which
will give rise to innovative work behavior in employees.
Based
on the background of the problems that have been explained above and the
support of facts in the field that the dynamics of IT employees, especially the
unique characteristics of the millennial generation, dependence and openness to
technological developments and unusual customer needs, require many new and
unique ideas in completing work demands. The phenomenon in the field with
increasing innovative work behavior certainly requires job crafting and
diversity of team thinking through knowledge sharing as a mediator.
Research Methods
This
literature review is synthesized using a narrative method by grouping data on
the results of factors that influence procrastination that are similar
according to the results measured to answer the objectives of the research
journal that are in accordance with the inclusion criteria, then collected and
a journal summary is made including the name of the researcher, year of
publication of the journal, country of research, research title, method and
summary of results or findings. The summary of the research journal is entered
in a table sorted alphabetically and the year of publication of the journal and
in accordance with the format above. To further clarify the analysis, the
abstract and full text of the journal are read and examined. The journal summary
is then analyzed against the contents contained in the research objectives and
research results or findings.
The
analysis used 3 journal content analysis, then coding was carried out on the
contents of the reviewed journal using psychospiritual categories. The data
that had been collected was then searched for similarities and differences and
then discussed to draw conclusions.
Results and Discussion
Table 1. Research results
|
No. |
Researchers
and year of research |
Research Country |
Research methods |
Research result |
|
1. |
Etikariena, A. (2020). |
Indonesia |
Pearson correlation test |
The findings show that
leadership styles has a significant relationship with innovative work behavior. |
|
2. |
Putri, DA (2020) |
Indonesia |
Pearson correlation test |
The findings show a relationship between proactive personality and innovative work
behavior in the millennial generation. |
|
3. |
Thalia, HJ, & Harsanti, I. (2023) |
Indonesia |
Pearson correlation test |
Findings revealed a very significant positive relationship between
transformational leadership and innovative work
behavior among millennial employees. |
|
4. |
Reni, A. (2023). |
Indonesia |
Quantitative |
Based on the research
results, it was found that Psychological Capital and Self
Leadership partially have a positive and significant influence on the
innovation of millennial employees in the private sector in the city of
Bandar Lampung. |
|
5. |
Hamid, RA, & Ismail , IRB (2021). |
Malaysia |
Quantitative |
The results show that there is a significant relationship between the use of social media and the innovative behavior of
Millennial workers and Millennial work characteristics are part of the
mediator of this relationship. |
|
6. |
Indonesia |
Quantitative |
variables of Work Involvement and Proactive Personality
influence Innovation work behavior by 16.6% . |
|
|
7. |
Gultom, L., Hatiningsi, KN, & Palindangan, LK (2022) |
Indonesia |
LISREL analysis |
The findings show
that proactive behavior and
spirituality in the workplace have a significant influence on innovative work
behavior mediated by psychological empowerment . |
|
8. |
Ali, H., Li, M., & Qiu, X. (2022). |
China |
Quantitative |
Empirical findings indicate
that employees with high levels of engagement tend to
exhibit innovative work behaviors and maintain work-life balance. In
addition, the relationship between employee engagement and innovative work
behaviors is partially mediated by work-life balance. In addition, the
interaction between employee engagement and psychological empowerment is shown
to strengthen innovative work behaviors among employees. |
|
9. |
Behera, B., Panda, R. K., Tiwari, B., & Chaubey,
A. (2024). |
India |
Literature review |
To encourage innovative work behavior, organizations need to prioritize
inclusive leadership, proactive personalities, and the ability to create
knowledge, especially in challenging times. |
|
10. |
Indonesia |
Structural
equation model |
The results showed that servant leadership and knowledge sharing have
a significant positive effect on innovative work behavior. Creative self-efficacy partially mediates the relationship between
servant leadership and innovative work behavior. In addition, creative
self-efficacy can also partially mediate the relationship between knowledge
sharing and innovative work behavior. |
Discussion
The
millennial generation, as the dominant group in today's job market, faces major
challenges related to technological change. Evolving technology forces
companies to continue to innovate in order to remain competitive (Putri, 2020).
Without innovation, a business will almost certainly fail (Etikariena,
2020). Therefore, innovation is a crucial step that organizations need to take
in order to survive and compete in global competition. Innovation is seen as a
determining factor in organizational competitiveness, which can be achieved
through employee participation. Employee innovative behavior plays a major role
in helping companies survive in a rapidly changing market, through the
effectiveness resulting from innovative work behavior (Hadi et al., 2020).
When
employees are able to innovate, the positive impact is not only felt by the
organization, but also by the employees themselves. Janssen et al. (2004) in a
study cited by Etikariena (2020) showed that
innovative work behavior can give rise to constructive conflict, success in
innovation, and a more positive work attitude. In addition, this innovative
behavior can also improve performance, balance between work demands and
abilities, job satisfaction, employee welfare, better interpersonal
relationships, and personal growth. Therefore, examining innovative work
behavior is very important for organizations, because this positive impact can
strengthen the company's competitiveness and improve employee welfare in it.
In
an era of increasingly advanced technology, employees in the IT sector tend to
be part of the millennial generation, their role is very important in utilizing
technical expertise and innovative skills. This generation is expected to be
able to develop solutions that improve the efficiency and effectiveness of the
organization, especially in facing the ever-changing challenges in the world of
technology and business with their innovative work behavior. Innovative work
behavior in the workplace does not emerge spontaneously, but is influenced by
various factors. Some of them are leadership, proactive personality, and
support from coworkers.
Previous
research confirms that leadership style has a significant influence on
innovative work behavior (Etikariena, 2020). One
leadership style that is often associated with innovative behavior is
transformational leadership. Transformational leaders tend to have a different
vision of the future and are able to inspire employees to strive beyond
expectations. Transformational leaders can encourage employees to innovate, as
well as seeing new, greater opportunities in the future (Thalia & Harsanti, 2023).
According
to Cho and Dansereau (2010) in Thalia and Harsanti
(2023), transformational leaders can help team members find internal interests
that encourage employees to reach a level of maturity in their work and ideal
conditions for achieving organizational goals. This is in line with how
innovative behavior develops, because transformational leaders help create an
environment that supports creativity and the courage to try new things.
Providing encouragement like this makes employees feel motivated to find more
innovative ways of working.
Then,
besides transformational leadership, another leadership style that has also
been proven to support innovation is self-leadership. Reni (2023) showed that
leadership based on self-leadership has a positive and significant influence on
employee innovative behavior. According to Voo et al. (2019) strengthens this
finding by stating that innovation requires self-leaders, namely individuals
who have a strong belief that employee ideas and abilities can bring success in
completing tasks. Self-leadership motivates employees to take the initiative
and feel responsible for their own individual innovative actions, which
contributes to organizational growth.
In
addition, research by Dayanti and Yulianti
(2023) highlighted servant leadership as a factor that also has a positive
influence on innovative work behavior. Servant leaders focus on providing the
support and resources needed for employee development. Based on these findings,
organizations need to consider various leadership styles to encourage
innovation in the workplace. Transformational leadership, self-leadership, and
servant leadership all have important contributions to creating an environment
that supports innovative behavior. Leaders can inspire, motivate, and provide
support for employees, resulting in a more innovative workforce, which has a
major impact on organizational competitiveness.
After
discussing the role of leadership, another significant factor in encouraging
innovative work behavior is individual factors such as proactive personality.
The findings show a strong relationship between proactive personality and
innovative work behavior, especially in the millennial generation (Putri,
2020). Proactive personality helps individuals to actively seek and create new
opportunities in their work. This is in accordance with the research of Lailla et al. (2024), showing that employees with proactive
personalities are more likely to engage in innovative work behavior because
they are more courageous in taking the initiative and daring to face existing
challenges.
Ali
et al. (2022) found that employees with high levels of engagement tend to
exhibit innovative work behavior. Employee engagement refers to how much
employees feel emotionally connected to their work and how much energy and
attention they put into the tasks at hand. Engaged employees tend to be more
enthusiastic about finding new ways to improve the effectiveness and efficiency
of their work, thus unconsciously giving rise to innovative work behavior.
In
addition to proactive personality, research by Gultom
et al. (2022) added another dimension, namely workplace spirituality. This
study found that both proactive behavior and workplace spirituality have a
significant effect on innovative work behavior, with psychological empowerment
as a mediator. Workplace spirituality includes values such as meaning in work,
awareness of the well-being of others, and deep relationships with coworkers.
When workplace spirituality is combined with proactive personality, employees
feel more psychologically empowered. Psychological empowerment is an important
key in mediating this relationship, because when employees feel empowered and
have control over their work, they tend to be more courageous to take
initiatives and try new things. This process results in more consistent and
sustainable innovative work behavior.
Furthermore,
there are findings from Hamid dan Ismail
One
of the reasons why social media plays a vital role in driving innovation is
because the platform has direct access to a global information network.
Employees can quickly learn the latest industry trends, identify problems, and
find creative solutions that can be implemented in their work. In addition,
social media can also be a tool for sharing best practices and expanding
professional networks, thereby enriching employees' knowledge and insights
about innovations that are very beneficial to the organization.
Innovative
work behavior has a significant impact on various aspects of the employee's
work environment, which contributes to increased productivity, product or
service quality, job satisfaction, organizational commitment, and
organizational learning. First, increased productivity can be achieved through
innovation generated by employees. The more positive the innovation practices
in the workplace, the better the employee performance. This is due to the
ability of innovation to generate new ideas that increase efficiency and
effectiveness in completing work tasks. According to Purwanto
et al.
When
employee performance improves, it automatically affects the improvement of
product or service quality. Innovation can help organizations to continue to
develop relevant and innovative products and services. Employees who are active
in the innovation process are more likely to produce better products or
services and are better able to meet customer needs by maintaining the
company's competitiveness
Then
innovation also has an impact on employee job satisfaction. According to Nurcahyo
Finally,
innovation drives continuous organizational learning, because considering that
innovation creates a culture of continuous learning in the organization. The
development of continuous innovation encourages companies to continue to update
their knowledge and skills, which contributes to organizational development
The
role of superiors in supporting innovative work behavior is very significant
because leadership plays a role in building organizational culture and
providing direction for the development of innovation. According to Trioctavia et al.
In
addition, superiors need to provide adequate emotional support and guidance.
Because by providing the necessary resources and continuous support, leaders
can help employees to continue to develop their innovative ideas. In addition,
recognition and appropriate rewards for employee contributions can be an
important alternative in encouraging innovation. Employees who feel appreciated
for innovation will be more motivated to continue to contribute. Finally,
superiors also need to be role models or role models in innovative behavior,
showing employees that innovation is a core value in the organization and is
expected of all individuals in the company.
Meanwhile,
the role of coworkers is also no less important in supporting innovative
behavior in the workplace. Collaboration between coworkers can enrich
innovative ideas, because the diverse perspectives and experiences of each
employee can complement each other. Employees supported by a collaborative team
will be more effective in sharing ideas, receiving constructive feedback, and
developing innovative solutions together
In
addition, sharing knowledge among coworkers is essential to accelerate the
innovation process. Sharing experiences and skills can help other employees in
developing input ideas and dealing with challenges that may arise. Constructive
feedback from coworkers can play a vital role in improving the quality of
innovative ideas. Moral support from coworkers for new ideas proposed also
provides encouragement to individuals to be more confident in proposing
creative and innovative solutions.
So
based on the findings of the study, it can be said that the innovative work
behavior of millennial generation employees, especially in the information
technology (IT) sector, is a very valuable asset for the organization. To
encourage this innovative behavior, organizations need to create systematic and
integrated efforts from various parties. Support from superiors, collaboration
with colleagues, and a work environment that supports innovation will maximize
the potential for creativity and innovation of millennial generation employees,
with the hope of providing sustainable competitive advantages for the
organization amidst increasingly tight industrial competition.
Conclusion
Based
on the literature findings and analysis conducted, it can be concluded that
innovative work behavior in the workplace is not spontaneous, but is influenced
by various interrelated factors. Effective leadership, especially in the form
of transformational leadership style, self-leadership, and servant leadership,
has a significant influence on the development of innovative behavior. In
addition, individual factors such as proactive personality and spirituality
also play an important role in encouraging innovation in the workplace. Other
studies have shown that the use of social media can increase innovative work
behavior, especially among the millennial generation, which is increasingly
dominating the current workforce. Innovative work behavior not only increases
productivity, but also the quality of products or services, job satisfaction,
organizational commitment, and organizational learning. Therefore, the role of
leaders and support from colleagues is very important in creating an
environment that supports innovation. Recommendations to encourage innovative
work behavior require strategies that involve the development of adaptive
leadership and an understanding of individual factors and collaboration among
employees. This will ensure that innovation becomes an integral part of the
work culture, thus providing a broad impact on improving organizational
performance involving innovation from its employees.
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