Current Psychology

https://doi.org/10.1007/s12144-021-01992-1

The influence of perceived organizational support on employee

creativity: The mediating role of work engagement
Hazem Aldabbas 1 & Ashly Pinnington 2,3 & Abdelmounaim Lahrech 1

Accepted: 9 June 2021

# The Author(s), under exclusive licence to Springer Science+Business Media, LLC, part of Springer Nature 2021

Abstract
The aim of this study is to examine the relationship between perceived organizational support and employee creativity mediated
by work engagement. We report the results from a questionnaire survey on a sample of 492 professional employees (219, 44.51%
females and 273, 55.49% males) employed in two major industries in the United Kingdom. Our findings based on regression
analysis show that work engagement mediates the relationship between perceived organizational support and employee creativ-
ity. In summary, employees who experience perceived organizational support will promote work engagement and employee
creativity more so than employees with low levels of perceived organizational support. We contribute to knowledge by proposing
an overall theoretical background to organizational support theory and the job demands-resources model by incorporating social
exchange theory. To-date, very few studies have examined the role of work engagement in the relationship between perceived
organizational support and employee creativity. While researchers know how perceived organizational support effects em-
ployees’ commitment, productivity, satisfaction and turnover intention, this study concentrates on how perceived organizational
support leads to employee creativity.

Keywords Perceived organizational support . Work engagement . Employee creativity . Social exchange theory

Introduction role of personality and intelligence in divergent thinking, and

creative performance with a focus on idea generation.The
Industrial organizational psychologists, business management main aim of our research is to develop a stronger theoretical
researchers and practitioners, all have more to learn about approach to perceived organizational support (POS) and em-
employee creativity (EC). Over the last 30 years, studies of ployee creativity (EC) by linking concepts of social exchange
creativity and motivational processes have been published in theory (SET) and job demands-resources (JD-R) and integrat-
academic journals (Liu et al., 2016). From a sample of 1400 ing them with relevant theories on EC. Our intention is to
documents for the period 1990 to 2015, Williams et al. (2016) develop a more comprehensive model by examining the in-
report that 36% of these publications reflect three dominant fluence of employee perceptions on creativity.
topics of creativity research, innovation in the workplace, the This research responds to the calls for a more comprehen-
sive model of the relationship between POS and EC
(Eisenberger et al., 2020; Zhang et al., 2016). Taking into
* Hazem Aldabbas consideration the inconsistent results of previous studies,
[email protected] some researchers have argued that the relationship between
POS and EC is conditional (Zhang et al., 2016). Further,
Ashly Pinnington Bäckström and Bengtsson (2019) urge researchers to examine
[email protected]
questions on how management support for employees’ inno-
Abdelmounaim Lahrech vative behavior can create, develop and execute ideas?
[email protected]
Oldham and Cummings (1996) defined creative performance
1 as products, ideas, or processes that are original and potential-
Dubai International Academic City, PO Box 345015, Block 11, 1st
and 2nd Floor, Dubai, United Arab Emirates ly relevant for the organization, however, creativity and inno-
2 vation are frequently differentiated from each other.
The British University in Dubai, Dubai, United Arab Emirates
3
The main theory selected for this study is social exchange
Nottingham University Business School, Nottingham, United
theory (SET) which is applied to analyze the proposed
Kingdom
 Curr Psychol

conceptual framework. SET is defined “as an exchange of POS for EC and its importance for employee–employer rela-
activity, tangible or intangible, and more or less rewarding tionships. The conceptual model and hypotheses are presented
or costly, between at least two persons” (Homans, 1961, p. followed by the methodology and results. Finally, we discuss
13). Blau (1964, p. 91) refers to SET as “voluntary actions of the theoretical and empirical contribution, future studies and
individuals that are motivated by the returns they are expected conclude on the contribution of POS to WE and EC for en-
to bring and typically do it in fact from others”. Song and Gu hancing organizational performance.
(2020) stated that relatively few researchers have investigated
the central effect of exchange ideology on individual attitudes
and behaviors. Moreover, there is a clear gap in the literature Conceptual Framework and Model
as to what extent employee-organization exchange relies on Hypotheses
EC, amongst other outcomes (Pan et al., 2020). Moreover,
Pan et al. (2020) note that the relationships between individ- The literature is reviewed in the four sections below.
uals and organizations lack sufficient attention by researchers
concerning social exchange. Therefore, there are compelling The Relationship between POS and EC
reasons for analyzing which resources are exchanged in di-
verse types of association (Cropanzano & Mitchell, 2005). POS plays an essential role in the employee–employer rela-
Although research on creativity is in abundance, few tionship and has implications for enhancing employees’ well-
models identify critical factors influencing its relationships being and alignment with the organization’s goals (Kurtessis
(Malik & Butt, 2017). Consequently, researchers are motivat- et al., 2017). POS defined as “global beliefs about the extent to
ed to explain many debateable issues on creativity (Malik which the organization cares about their wellbeing and values
et al., 2019). In building our theoretical framework on the their contributions” (Eisenberger et al., 1986, p. 501). POS
association between POS and EC, we examine the mediating also fulfills socioemotional needs and influences psychologi-
role of WE. Some critical relationships between POS and EC cal well-being (Kurtessis et al., 2017). Akgunduz et al. (2018)
have not yet been thoroughly examined, including the poten- propose that when the organization values employee contri-
tial mediating effect of psychological factors (Zhang et al., butions and fulfills employees’ needs it will enhance POS.
2016). Further, Eisenberger et al. (2020) confirm that only a However, organizations have to invest in employees’ power
few studies have investigated the association between POS to enhance their perceptions of support, develop capabilities
and WE, and there is a dearth of empirical studies reported and increase their potential for creative work. POS means
in the literature on the relationship between engagement and recognizing, rewarding, appreciating and encouraging em-
creativity (Ismail et al., 2019). Consequently, we concentrate ployees who demonstrate creativity (Zhou & George, 2001)
on posing one important research question: Does POS influ- and stimulating their creativity in generating novel ideas
ence the level of EC when mediated by WE? (Neves & Eisenberger, 2014).
The study contributes to knowledge by filling several gaps Creativity is the creation of beneficial new services, prod-
in the literature on the relationship between POS and employ- ucts, and ideas (Woodman et al., 1993) and has been defined
ee creativity. First, it extends knowledge on how work en- “as the production of novel, useful ideas or problem solutions”
gagement plays a role between POS and employee creativity. (Amabile et al., 2005, p. 368). However, Van de Ven (1986, p.
Reviewing the literature, it becomes evident that few empiri- 590,) defines innovation “as the development and implemen-
cal studies investigate the relationship between POS, work tation of new ideas by people who over time engage in trans-
engagement and employee creativity and several scholars actions with others within an institutional order”. Therefore, a
have recommended more theoretical analysis and empirical distinction is often made between creativity (i.e., exploring
investigation into these relationships. Therefore, the current and generating ideas) and innovation (i.e., championing and
study concentrates on employee creativity as one of the major implementation of ideas) (de Jong & den Hartog, 2010, p. 23).
consequences of work engagement. Second, from a psycho- Anderson et al. (2014, p. 1298) distinguish the two into sep-
logical perspective, employee creativity is a crucial conse- arate stages, “The creativity stage of this process refers to idea
quence of POS due to its power to signal to employees to generation, and innovation refers to the subsequent stage of
become more engaged in creative activities. Third, it is impor- implementing ideas”. Hughes et al. (2018) differentiated be-
tant to investigate the mediating role of work engagement for tween creativity and innovation by conceptualizing idea gen-
organizations that aim to value and appreciate employees’ eration as part of both creativity and innovation, while consid-
work engagement in tasks leading to enhanced employee ering idea promotion and implementation as distinctive of
creativity. innovation. As a result, scholars are paying close attention to
In the remainder of this paper, we review the literature and the topic of individual creativity (Wang et al., 2021).
theoretical basis for asserting POS can develop and increase The relationship between POS and creative behaviors re-
WE and EC. The purpose is to understand the potential of mains largely unexamined (Khazanchi & Masterson, 2011).
Curr Psychol

Moreover, Duan et al. (2020) stated that the relationship be- organizational outcomes (Eisenberger et al., 2020). High
tween POS and EC is a distinct gap in the literature. POS is levels of POS generate obligations within individual em-
based on organizational support theory (OST), stressing the ployees to reciprocate the organization (Akgunduz et al.,
importance of seeing employees as valued and appreciated 2018; Settoon et al., 1996). POS has the capacity to produce
organizational assets deserving the company’s investment felt obligations (Cropanzano & Mitchell, 2005; Yu & Frenkel,
(Luksyte & Spitzmueller, 2015). When perceiving high sup- 2013). By nurturing individual employees’ sense of obligation
port from their organizations employees are encouraged to and increasing reciprocity between employee and employer,
adopt positive attitudes and behaviors (Tsachouridi & POS enhances organization performance (Hameed et al.,
Nikandrou, 2018). A cross-sectional survey was conducted 2019). Based on the aforementioned arguments we state the
by Zhang et al. (2016) collecting data for 198 employees from following hypothesis:
six organizations located in Korea (e.g., railway, clothing,
electronic and health care companies). The relationship be- Hypothesis 1: Perceived organizational support relates
tween POS and EC was found to be positive and significant positively to employee creativity.
(Zhang et al., 2016). Another empirical study by Tang et al.
(2017) based on responses from 268 employees and matched
supervisors from two different organizations in China found The Relationship between POS and WE
POS has a positive and significant effect on EC. A recent
empirical study conducted on a sample of 410 employees There are a number of definitions available in the literature on
from 68 organizations in China, found that POS is positively WE. Kahn (1990) defined personal engagement as the ways
and significantly associated with EC (Duan et al., 2020). people express themselves physically, cognitively, and emo-
Based on the previous empirical studies, we argue that POS tionally during role performances. We adopt the definition of
plays a crucial role in the creativity of employees, since it engagement as “a positive, fulfilling, work-related state of
helps to foster realization of employees’ creativity. When an mind that is characterized by vigour, dedication, and absorp-
organization appreciates employees’ contribution in ways that tion” (Schaufeli et al.’s, 2002, p. 74). Employee vigor, dedi-
encourage employees to think differently generating new cation and absorption can assist organizations with achieving
ideas and solutions for important issues, then creative out- work goals and so it is worthwhile supporting these attributes
comes are more feasible to achieve. Moreover, when em- (Eisenberger et al., 2020). Vigor is typified by high levels of
ployees’ apperceptions are that the organization cares about energy. Dedication refers to a sense of enthusiasm, signifi-
their opinions these supportive feelings contribute to norms of cance, inspiration, and challenge. Absorption is categorized
reciprocity towards the organization’s goals and objectives by being fully concentrated and happily occupied in one’s
(e.g., EC). work, whereby time passes quickly (Schaufeli et al., 2006;
POS may enhance employees’ perceptions that the organi- Schaufeli & Bakker, 2004). Work engagement is different
zation is supportive of their EC (Khazanchi & Masterson, from work performance, although it can be linked to em-
2011). According to OST, when employees perceive the or- ployee’s performance; work engagement is seen as a positive
ganization rewards their hard work, it increases employee mo- work-related state of mind rather than a performance level
tivation and can lead to other benefits (Zhang et al., 2016). (Kulikowski & Sedlak, 2020).
Neves and Eisenberger (2014) claim that employees with high Support and challenging work are two job resources found
POS will trust their organization and take risks because they to lead to WE (Byrne et al., 2016). Whether or not POS is
feel that the organization will support them in cases of failure. more significant in affecting employees’ WE is debateable
Further, when an organization values employees’ contribu- (Shi & Gordon, 2020). A recent meta-analysis (of 112 publi-
tions and cares about their well-being (Guest, 2017), they cations) by Ahmed et al. (2015) concludes convincingly that
are also more likely to take risks (Neves & Eisenberger, POS has a strong positive influence on employee engagement.
2014). Therefore, the more employees’ co-workers, supervi- POS can enable and motivate employees to engage in work
sors and managers offer support related to creativity the higher activities in ways that enhance organizational outcomes.
their creative performance (Madjar et al., 2002; Pinnington & Several empirical studies reported in the literature support
Hammersley, 1997). our argument. A recent study of a sample of 638 employees
Consistent with SET, supportive characteristics of POS, working in the banking sector in Pakistan found that POS is
including valuing and appreciating employees’ contributions positively associated directly with WE, also, POS is indirectly
engenders increased trust that establish obligations for more positively linked with WE through flourishing and thriving
EC. Chen et al. (2020) demonstrated that appreciating em- (Imran et al., 2020). Another empirical study conducted on
ployees in the workplace matters for facilitating organizational 2408 employees working in private and non-profit organiza-
citizenship behaviours and creativity. POS prompts norms of tions in the USA, similarly found that POS is significantly and
exchange leading employees to work towards required positively linked with WE (Khodakarami & Dirani, 2020).
 Curr Psychol

SET provides a theoretical basis for understanding WE. whose work practices are imbued with positive attitudes and
Engaged workers create a sense of energetic identification emotions (e.g., inspiration, challenge, and enthusiasm) are
with their work and consider themselves able to accomplish more likely to think and behave creatively. Moreover, Eldor
work requirements (Chevalier et al., 2019). Supervisors giving (2017) maintained that engaged employees will be more cre-
regular feedback and demonstrating that they care about em- ative when they adapt to the organization’s environment,
ployees’ well-being, opinions and work-life balance make a share knowledge and exercise initiative. Further, when em-
crucial contribution to WE (Shi & Gordon, 2020). Employees ployees have the proper knowledge and tools in their organi-
with high POS and WE are more proactive and productive zations, then they are more likely to behave innovatively
than those who feel unsupported and disengaged. (Aldabbas et al., 2021). Thus, creativity too might arise as
Consistent with SET, employees perceiving high organiza- one of the consequences of WE. Recent empirical studies lend
tional support are more predisposed to achieving the organi- support to our line of argument. Bakker et al.’s (2020) empir-
zation’s goals demonstrating individual resilience, dedication ical study of Dutch employees from different organizations
and well-being. POS contributes to individual enthusiasm, and backgrounds, found that WE is positively and significant-
happiness, energy, dedication and attentiveness. Lan et al. ly related to EC. Also, another empirical study on 272 em-
(2020) stated that POS is a vital predictor of WE, however ployees working in research and development for small and
the fundamental explanation for its influence remains unclear. medium enterprises based in Jordan, found a positive and
However, POS and WE are both compatible with achieving significant relationship between WE and EC (Al-Ajlouni,
positive outcomes for employees such as resilience, dedica- 2021). Furthermore, a significant relationship has been found
tion and well-being. POS assumes that support, appreciation, between WE and EC. Ismail et al.’s (2019) study of a sample
and caring for employees leads to more engagement with of 186 employees working in Lebanese companies concludes
work roles based on an ideology of felt obligations. We, there- there is a significant relationship between engagement and
fore, propose that POS and WE could be linked. We argue creativity. Similarly, Asif et al.’s (2019) survey of 233 public
therefore that POS will lead to greater WE and individual sector employees in eastern China found WE significantly
sense of obligation to achieving the organization’s objectives. predicts EC.
Consequently, we assert: Consistent with SET, this study contends that in the context
of high POS, employees will want to reciprocate, their WE
Hypothesis 2: Perceived organizational support relates will increase and they will become more creative in their work
positively to work engagement. leading to high EC. Felt obligations according to SET have
numerous sources such as support from the organization,
motivating feedback and appreciated learning and
The Relationship between WE and EC development opportunities. Moreover, Asif et al. (2020) sug-
gest that a supportive organizational environment enables em-
Studies on the relationship between employee engagement ployees to practice integrity, honesty and self-respect which
and creativity are lacking (Ismail et al., 2019). Several motivates them to create novel and beneficial ideas. Chang
scholars recommend more research should be conducted on and Shih (2019) propose that a high level of WE in experi-
employee engagement, innovative behavior and work perfor- mental and exploratory tasks in the workplace provides em-
mance (Eldor & Harpaz, 2015; Slåtten & Mehmetoglu, 2011). ployees with more capacity and desire to offer creative ideas.
One foundation for this relationship mentioned by Kahn Al-Ajlouni (2021) argued that EC can be attained and in-
(1990) is that employees can become physically, cognitively creased by highly engaged employees. We assume in our
and sympathetically attached to their creativity. Consistent conceptual framework that WE motivates individuals towards
with this perspective, Christian et al.’s (2011) meta-analytic valued goals and objectives, therefore, we state that WE has
review conceptualized WE in three main dimensions (physi- an antecedent relationship to EC. Based on the above argu-
cal, emotional, and cognitive antecedents for EC) arguing that ment, we formulate:
these dimensions may motivate employees to develop new
ideas. Bakker et al. (2020) stated that once employees are Hypothesis 3: Work engagement relates positively to
engaged in their work, this will encourage them to be more employee creativity.
open to new ideas. Slåtten and Mehmetoglu (2011) have ar-
gued that positive emotional orientations embedded in WE are
related to more creative behavior. There is some degree of The Mediating Role of WE
consensus amongst researchers that intensive engagement
through high psychological involvement produces more criti- There is evidence in the literature reporting mediating effects
cal thinking and creative processes (Jiang & Yang, 2015). of employee engagement with several antecedent and conse-
Eldor and Harpaz (2015) argue that engaged employees quent variables (e.g., Christian et al., 2011; Saks, 2019),
Curr Psychol

including relationships between job characteristics and em- efficacy of POS in encouraging positive outcomes including
ployee outcomes (De Spiegelaere et al., 2014). However, EC. Hence, we propose that WE is a potential mediator that
there is a lack of studies examining the mediating role of may contribute to explanation of associations between POS
WE in the relationship between POS and EC. Following JD- and EC. Based on the above reasoning we state our
R theory, our argument is that POS is likely to offer several hypothesis:
job resources that relate to WE and can result in employees
achieving organizational outcomes including EC. Hypothesis 4: Work engagement mediates the positive
The JD-R model has been used extensively in research on relationship between perceived organizational support
the predictors and antecedents of employee engagement and employee creativity.
(Saks, 2021). Empirical research will assist with determining
the extent that investing in employees and offering recognition
leads to strong social exchange relationships between em- Objective of the Study
ployees and employers (Cropanzano et al., 2017; Wayne
et al., 1997). In our selected research problem focusing on Our objective in this study is to develop and examine a com-
EC, we examine the issues in one context to ascertain to what prehensive model explaining the relationships between POS,
extent engaged employees are more productive, creative and work engagement and employee creativity. More precisely,
willing to exert extra effort (Bakker & Demerouti, 2008). we analyze the relationship between POS and employee cre-
There is recent empirical evidence for the mediating role of ativity, POS and work engagement, work engagement and
WE. An empirical study conducted by Tsai et al. (2015) based employee creativity. Moreover, we assess the mediating role
on 320 employees working in the tourism and hospitality in- of work engagement in the relationship between POS and
dustries in Taiwan found that organizational support is indi- employee creativity through work engagement. Figure 1 indi-
rectly related positively and significantly to EC through its cates indirect relationships between POS and employee crea-
effects on multiple mediators (justice, motivation, knowledge tivity through work engagement. Overall, our study aims to
sharing and promotion). A survey conducted on 320 em- fill a gap in the literature by examining the relationship be-
ployees employed in small and medium size high-tech com- tween POS, work engagement, and employee creativity.
panies in Spain, found a positive and significant relationship
of leader member exchange (LMX) with EC through WE
(Vila-Vázquez et al., 2020). Another study based on 600 re- Methods
spondents who were leaders and employees working in start-
up companies in India, found that perceived authentic leader- A quantitative study, which uses the SPSS program with
ship has positive and significant effects on EC through WE PROCESS macro (Model 4).
(Sengupta et al., 2020). It is evident from these studies that the
effects of organizational support and leadership on creativity Sample and Procedure
are mediated by WE. Moreover, WE mediates the effect of
other independent variables such as the relationship of em- The study focused on two industries (IT and banking) located
ployees’ perceptions of corporate social responsibility on cre- in the United Kingdom (UK) and operating mainly in the
ativity. Chaudhary and Akhouri’s (2019) survey of 316 em- services sector. Following Wamba et al. (2017) data were
ployees in IT companies in India found the relationship of collected through market research based in the UK, due to
corporate social responsibility perceptions with creativity be- the availability of their database, and its reputation for accu-
ing mediated by WE. racy and quality. Jackson et al. (2016), for example, used a
We argue that POS offers socioemotional support and can survey research firm to collect their sample dataset. To ensure
be positively related to WE. When employees feel they are validity, our survey was designed by the authors and an online
valued and appreciated by their organizations, it enhances link to the survey was shared with a third party to distribute it
self-esteem, which increases their understanding of their ca- through their own database. Employees who had been work-
pabilities to manage work stress (Xu & Yang, 2021). WE has ing for less than one year were asked not to participate. The
the potential to motivate employees to work creatively in rec- third party sent out invitations to 1152 people, specifically,
iprocity with their organization’s support. The tenets of OST 592 invitations to those working in IT and 560 in the banking
recommend organizations exhibit care for employees’ well- industry. A total of 535 surveys were returned, 32 surveys
being and value their contributions. Saks (2019) recently con- were incomplete, and 11 respondents were considered as ex-
sidered WE as a mediator between antecedents and conse- treme outliers and so were all eliminated. The response rate
quents (job satisfaction, organizational commitment, organi- was 43% for the total of 492 fully completed survey returns
zational citizenship behavior and intention to quit) and we received. The data collection took approximately one week,
predict WE mediates POS and EC. We expect WE facilitates occurring during the second week of January 2020.
 Curr Psychol

Fig. 1 Statistical results. *p < .05; **p < .001

Multicollinearity has been examined in over ten different countries constituting

a sample of 14,521 respondents. Several dozen studies on
Multicollinearity occurs when there are high correlations be- engagement have been published, the majority of them
tween the latent exogenous constructs and.70 to .80 among adopting the Utrecht Work Engagement Scale (UWES) to
latent variables is fairly common (Grewal et al., 2004). measure work engagement (Saks, 2019). It is evident that
However, based on the bivariate correlation results of our many recent studies are implementing the WE scale (Bakker
study the highest correlation is 0.713 between WE and EC et al., 2020; Ferraro et al., 2020; Imran et al., 2020; Pace &
(Table 2). To eliminate multicollinearity concerns with our Sciotto, 2021). The 9 items reflect the core dimensions of
latent exogenous constructs, we conducted a variance inflation engagement: vigor, dedication, and absorption. However,
factor (VIF) test. The results were that POS is 1.708 and WE is WE was designed in our study as one construct contains three
1.708. Since, the VIFs of the constructs were below the thresh- the above dimensions. The 9 statements address how the in-
old value of 5.0, multicollinearity in our model is not a major dividual feels at work; an example question item is “At my
problem. work, I feel bursting with energy”. A seven-point Likert scale
from 0 to 6 scale (0 = never to 6 = always) was used and the
Measures Cronbach’s α for these nine items was .939.

Perceived Organizational Support 10 items were selected Employee Creativity 5 items on EC were adopted from Coelho
from Eisenberger et al. (2020) and are interpreted as one con- and Augusto (2010); several recent studies are using the same
struct in our study. An example of these items is “The orga- scale to measure individual employee creativity (Hur et al.,
nization values my contribution to its well-being”. A 7-point 2020; Liao et al., 2018; Moon et al., 2019). An example item
Likert-scale was deployed ranging from 1 = strongly disagree is “I try to be as creative as I can in my job”. The Cronbach’s α
to 7 = strongly agree. The Cronbach’s α was .939 for all 10 was .891. A 7-point Likert-scale was deployed ranging from
items. 1 = Strongly disagree to 7 = Strongly agree. Researchers and
scholars in various situations need to depend on “self-ratings”
Work Engagement Following Schaufeli et al.’s (2006) recom- of individual creativity because it is probable that workers
mendation we chose 9 items (Utrecht WE Scale–9 [UWES- themselves are more aware than their line managers on what
9]); the shortened scale version is taken from the original 17- makes their ideas creative (Ng & Feldman, 2012). Moreover,
items (Utrecht WE Scale [UWES-17]) (Schaufeli et al., 2002). employees may be in better position than line managers or
Notably, Schaufeli et al. (2006) remarked that the WE scale colleagues to assess which new ideas essentially can be
Curr Psychol

considered creative in their work settings (Ng & Feldman, Results

2012). However, we argue that while self-rating by employees
might be considered biased, so too may supervisors’ ratings of Descriptive Statistics
employees’ creativity be biased especially in cultural settings
where organizational politics is high. Therefore, our survey Table 2 presents the means, standard deviations (SD) and
has relied on the principle of self-rating principle to assess correlations. The highest mean is POS (5.049). The highest
the creativity which we consider to be suitable for our research correlation is WE with EC (.713), significant at 0.001. The
question and study objectives. assessment of normality test (skewness and kurtosis) provide
values for all constructs were between <1, demonstrating they
Demographic Information meet the acceptable range for normality (e.g., |skewness| < 1,
|kurtosis| < 1).
Table 1 presents the respondents’ demographic characteris-
tics. The results are based on a larger proportion of male Exploratory Factor Analysis (EFA)
workers (n = 273, 55.49%) than female (n = 219, 44.51%).
Most of the respondents’ age ranges from 31 to 40 years old The KMO is .961 which means, that the sample is adequate
(n = 206, 41.87%). Their occupational classification is profes- (KMO ≥ 0.70), because near to 1 means the items are ade-
sional employees working as auditors, credit analysts, quality quately related to their respective factor. Next, we applied
assurance managers and software engineers. For length of Bartlett’s test of sphericity which is significant at 0.001. It is
tenure with the employing organization, the majority of re- an influential tool to better understand the structure of the
spondents ranged between 2 to 7 years of experience (n = dataset and categorize the logical combinations of constructs
191, 38.82%), and the majority possessed a Bachelor’s degree (Hair et al., 2014). The study contains 24 questions, and these
(n = 203, 41.26%). Two industries are represented with n = factor loadings aligned closely with the main constructs of our
279, 56.71% working in IT, and n = 213, 43.29% in banks. survey. In addition, the findings all exceed .55, thus, all items
were accepted and retained without any item deleted.

Common Method Variance (CMV)

Table 1 Demographic information

Variables Frequency Percent A CMV analysis is necessary to perform to ensure reliable

results are obtained (Podsakoff et al., 2003). CMV is well
Industry Type recognized as an interactive approach (Malhotra et al.,
- Information Technology 279 56.71% 2017). Since we collected our sample from the same source
- Banks 213 43.29% which may cause CMV, we took specific measurements in the
Education questionnaire design to minimize the impact of CMV. Firstly,
- High school 98 19.92% our questionnaire contains 24 questions or items which means
- College degree 114 23.17% it is succinct helping to avoid the problem of respondents
- Bachelor’s degree 203 41.26% experiencing feelings of boredom and fatigue (Lindell &
- Masters and above 77 15.65% Whitney, 2001). The demographic questions were deliberate-
Tenure ly placed at the end of questionnaire since such questions
- Below 2 years 63 12.80% require modest cognitive processing (Lindell & Whitney,
- 2-7 years 191 38.82% 2001). Furthermore, our survey assured respondent anonym-
- 8-13 years 146 29.67% ity and confidentiality, and the wording of the items was kept
- 14-19 years 48 9.76% specific and simple to minimize the impact of CMV (Tehseen
- 20 years and above 44 8.94% et al., 2017). A further step taken in designing the survey was
Ages targeting professional employees, therefore satisfying
- Under 30 years old 117 23.78% Rindfleisch et al.’s (2008) criteria for cross-sectional data,
- 31-40 years old 206 41.87% namely, it should test concrete oriented variables, sample ap-
- 41-50 years old 93 18.90% propriately educated respondents, employ a varied range of
- 51-60 years old 59 11.99% measurement approaches and scales, and ensure they are firm-
- 61 years old or older 17 3.46% ly based on rigorous theory.
Gender Following Harman’s Single-Factor test, we extracted total
- Male 273 55.49% variance with an unrotated factor method finding that the first
- Female 219 44.51% factor accounted for 48.964% of variation which is below the
50% cutoff (Eichhorn, 2014). However, Fuller et al. (2016)
 Curr Psychol

Table 2 Mean, standard

deviation and correlations Variables POS WE EC Gender Age Education Tenure Industry Type

POS 1
WE .644** 1
EC .532** .713** 1
Gender −.096* −.094* −0.036 1
Age −0.074 −.111* −.112* .198** 1
Education .105* .135** .141** 0.052 −.177** 1
Tenure −0.008 0.079 0.023 0.042 .385** −0.055 1
Industry Type 0.04 .103* .139** .134** 0.003 0.08 −0.009 1
Mean 5.049 4.755 4.564 1.555 2.295 3.506 2.632 1.567
SD 1.115 1.143 1.183 0.497 1.064 1.012 1.106 0.496

Notes: *p < 0.05; **p < 0.001. POS: Perceived organizational support; WE Work engagement, EC Employee
creativity

criticized the technique assessing CMV levels involving a Comparative Fit Index (CFI) = .941 and is greater than .90
one-factor test that examines how much common variance which suggests a good fit for the model. According to Hu
might exist in a single dimension. Therefore, we also used and Bentler (1999), the Tucker-Lewis index (TLI) = .934
another technique which is common latent factor (CLF) anal- and a cutoff close to .95 is considered a reasonable result.
ysis as proposed by Eichhorn (2014). This approach creates a The standardized root mean square (SRMR) in the study is
new latent variable relating all of the items into the new latent 0.036 which is lower than .05 and can be considered a good
factor, ensuring all paths are controlled to be equal and the match. The Root Mean Square Error of Approximation
variance of the CLF is controlled to 1. The differences in these (RMSEA) = 0.066 is less than 0.08 and is therefore a reason-
standardized coefficient weights found in our sample were able error based on Chen et al. (2008). Therefore, all of our
small (<0.200) (Gaski 2017). Which is further evidence indi- survey questions have acceptable fit levels (Table 3).
cating CMV is not a problem in our dataset.
A final step that we took to ensure that CMV is not a major
concern, we used confirmatory factor analysis (CFA) tech- Convergent and Discriminant Validities
nique by loading all items into one factor as recommended
by Malhotra et al. (2006). The results indicate that the one Convergent validity is based on the average variance extracted
factor model (merged all indicators of POS, WE and EC) is (AVE) and composite reliability (CR). The AVE is as follows,
X2 = 2650.21, df = 252, CFI = 0.729, TLI = 0.703, SRMR = POS is 0.564; WE is 0.525 and EC is 0.551, exceeding .50 and
0.094, and RMSEA = 0.094 (see Table 3), which has an ac- indicating adequate convergence (Hair et al., 2014). However,
ceptable goodness of fit. Therefore, we assert that CMV is not for our constructs (POS, WE and EC), the average loading
a problem in the presented sample (Podsakoff et al., 2003). was .749, .724, and .742 respectively. After applying Gefen
Then, we proceeded with other tests to ensure the validity and Straub’s equation the results for CR of the three constructs
of our findings. are: 0.928 for POS, 0.909 for WE and 0.860 for EC. As a
cutoff, these findings are greater than 0.70, and we conclude
that convergent validity has been established. We calculate
Confirmatory Factor Analysis (CFA) CR according to Gefen and Straub (2005) (eq. 1).





Based on EFA, the items were all approved grouping under CR ¼ Σλi2 = Σλi2 þ Σ 1−λi2 ð1Þ
their own variable. Then, we started with CFA analysis. The

Table 3 Comparison of
alternative measurement models Model X2 df CFI TLI SRMR RMSEA

Three-factor (hypothesized) 755 249 0.941 0.934 0.036 0.066

Two-factor (merged POS and WE) 2133.33 251 0.787 0.766 0.085 0.123
One-factor (merged POS, WE and EC) 2650.21 252 0.729 0.703 0.094 0.094

Notes: POS Perceived organizational support, WE Work engagement, EC Employee creativity

Curr Psychol

The discriminant validity test is a prerequisite for the ex- One of our main findings is that POS has a significant
amination of latent variables relationships (Henseler et al., positive impact on EC. This is consistent with several recent
2015). If the constructs are highly correlated, that means that empirical studies identifying a positive and significant rela-
they lack discriminant validity (Grewal et al., 2004). Hence, tionship between POS and EC (Duan et al., 2020; Tang
we analyze the square root of the AVE to the correlations of et al., 2017; Zhang et al., 2016). However, the effect of POS
this construct to all of the other constructs (Gefen & Straub, on EC remains debated (Zhang et al., 2016). Some recent
2005). We find that the measurement questions are closely studies have found no significant relationship for POS with
linked to their construct. Moreover, the AVE’s square root is individual creativity (Zaitouni & Ouakouak, 2018) and Suifan
greater than are the correlations with other variables (e.g., the et al. (2018) found no significant relationship for some EC
AVE’s square root of POS is 0.751, WE is 0.725 and EC is dimensions. Shalley and Gilson (2004) noted that supportive
.742). Therefore, we may conclude that discriminant validity management can have differing consequences related to per-
is established. The concept is that a construct should be more sonality and cognitive individual differences. Explanations of
linked to its own indicators than to other constructs (Grewal these conflicting findings requires more knowledge about the
et al., 2004). role of individual differences in personality, disposition, un-
derstanding and skills in creativity. Contrary findings might
be further explained by factors in the internal environment of
Hypotheses Testing
the organization. For example, organization cultures may dif-
fer in their capacity to motivate high employee trust (Zaitouni
PROCESS macro (model 4, confidence level 95%, 5000
& Ouakouak, 2018), as well as co-worker and team member
bootstrapping; Hayes, 2018) was used to test our hypotheses
support (Tsachouridi & Nikandrou, 2018). If the organization
(H1 to H4). After controlling for demographic information we
culture or management style establishes low individual work
test all constructs together. Firstly, the direct relationship be-
autonomy and fails to establish sufficient POS, then EC be-
tween POS and EC is positive and significant (B = 0.132, t =
haviors will less likely be supported (Pinnington & Haslop,
3.071, p < 0.01) which supports H1. Secondly, we find that
1995; Suifan et al., 2018). Moreover, leadership style (e.g.,
the relationship between POS and WE is strongly positive and
servant leadership) plays a vital guiding role for encouraging
significant (B = 0.650, t = 18.619, p < 0.001) which supports
innovative individual service behaviours, providing supervi-
H2. Thirdly, the relationship between WE and EC is strongly
sors with ideas on how to enhance innovative employee action
positive and significant (B = 0.652, t = 15.359, p < 0.001)
(Su et al., 2020). Based on the above studies we anticipated
which supports H3. Further, the probability of indirect effects
that employees with such organizational support may be ex-
is crucial when measuring mediation (Hayes & Scharkow,
pected to have a high level of energy and engagement towards
2013). Mediation occurs when one construct mediates the
creativity.
independent variable’s effect on the dependent variable
We find in our study that POS is related to WE, consis-
(Preacher & Hayes, 2004). We find that (POS) relates posi-
tent with the literature that provides empirical evidence
tively and significantly indirectly to the (EC) through our me-
supporting the assumption that POS influences WE
diator WE (B = 0.424). Since the zero is not fall between the
(Chevalier et al., 2019; Khodakarami & Dirani, 2020;
confidence interval range [.351, .499], we conclude that
Rich et al., 2010). Gillet et al. (2013) found that POS was
p < 0.05, thus, WE mediates the relationship between POS
positively related to the three dimensions of WE (vigor,
and EC, consequently, H4 is supported. Furthermore, the total
dedication, and absorption) and reported that POS is posi-
effects of POS on EC are B = 0.555, t = 13.921, p < 0.001. The
tively related to job engagement. An empirical study con-
regression results of the “PROCESS” (Hayes, 2018) are
ducted by Lan et al. (2020) including 744 police officers in
shown in Table 4 and Fig. 1.
China, found that the direct relationship between POS and
WE is not significant, while indirectly the relationship is
significant through job satisfaction. Our argument here is
Discussion that once employees have perceived support from their
organization, this creates positive intentions towards their
This current study examined whether the association of POS organizations leading them to be more involved and
with EC is mediated by WE. In our survey of a sample of engaged in their work. Moreover, our sample was focused
employees working in the IT and banking industries in the on professional employees who are working in the IT and
UK, we find that POS has a positive relationship with EC, banking industries, and as Khodakarami and Dirani (2020)
mediated by WE. More specifically, there are positive relation- note professional employees are often found to be more
ships between POS and WE, WE and EC, and the direct and engaged compared to other groups of employees. For pro-
indirect relationships of POS on EC. All four hypotheses are fessional employees in our sample, we find that WE
supported in this study investigating how POS can foster EC. achieves 41.4% of the total variation arising from POS.
 Curr Psychol

Table 4 Regression coefficients, standard errors and model summary information

Antecedents Consequent

M (Work Engagement (WE)) Y (Employee Creativity (EC))

Β SE t p Bootstrap Β SE t p Bootstrap
value 95% CI value 95% CI

POS 0.65 0.035 18.619 < .001 [.581, .718] 0.132 0.043 3.071 < .01 [.047, .216]
WE – – – – – 0.652 0.042 15.359 < .001 [.568, .735]
Constant 0.017 0.032 543 0.587 [−.046, −.081] −0.005 0.03 −0.172 0.863 [−.065, .054]
R2 =0.414 R2 =0.517
F (1,490)=346.680, p<001 F (2,489)=261.295, p<001

Notes: Β: Beta; unstandardized coefficients are reported. Sample size = 492; Resampling = 5000 Bootstrap; POS perceived organizational support; M
Mediator; Y Dependent Variable; SE Standard Error; CI Confidence Interval

Our findings are consistent with many recent studies in the how POS effects employees’ commitment, productivity, sat-
literature that provide evidence supporting the positive and isfaction and turnover intention, they know less about how
significant relationship between WE and EC (Al-Ajlouni, perceived organizational support leads to employee creativity.
2021; Asif et al., 2019; Bakker et al., 2020; Ismail et al., In our research, we advance this line of investigation by pro-
2019). Our findings reveal a tendency towards a positive re- posing that the influence of POS on EC depends on the
lationship between WE and EC. By affording employees with amount of WE. Thus, this study sheds light on the conditions
organizational support and valuing their contributions, em- and means under which job resources (e.g., POS) promote EC.
ployees are encouraged to perform work tasks in productive The main findings from the survey research offer theoretical
and creative ways. Our interpretation is based on the statistical insights in two dimensions. First, there are few empirical stud-
results showing that 51.7% occurred from POS and WE. ies reported in the literature on POS and EC and this is one that
Therefore, we affirm that supportive intentions from the orga- directly examines the relationship. Secondly, we have theoret-
nization and engaged professional employees have the capac- ically and empirically examined the mediation effect of WE in
ity to enhance EC in the workplace. its relationship between POS and EC and showed that the
Finally, we find that WE mediates the relationship between relationship between POS and EC was mediated by WE, sug-
POS and EC. This result is similar to some recent studies in gesting that high levels of WE may help employees to engage
the literature that support the importance of WE as a mecha- with their work oriented towards creative activities and this
nism occurring between leadership and creativity (Sengupta may lead to raising EC. Moreover, the more job resources that
et al., 2020; Vila-Vázquez et al., 2020), organizational support are made available (POS) to professional employees the more
and creativity (Tsai et al., 2015), and corporate social respon- it nurtures EC due to the cognitive and emotional capabilities
sibility perceptions and creativity (Chaudhary & Akhouri, that WE provides in achieving organizations’ growth and
2019). Our results demonstrate that once employees experi- success.
enced WE, it indirectly enhanced their creativity influenced by For practical implications, management should become
their positive perceptions of organizational support. Our argu- more aware of the importance of organizational support and
ment for this mediation effect is that when employees gain its effect on WE and EC. It is recommended that organizations
support from their direct supervisor or organizations such sup- assist employees to improve their capabilities and respects
port leads employees to feel motivated, energetic and enthu- their opinions and contributions in order to encourage their
siastic to perform their work, be more engaged with their work engagement and creativity. One practical implication then is
activities and as such these motivational factors then incite for employers to design and implement human resource pol-
their creativity. icies leading to POS (Loi et al., 2019). For POS to create
opportunities for EC to arise, we argue that increasing WE is
a significant area deserving greater consideration from man-
Theoretical and Empirical Contributions agers. Furthermore, management has to understand and apply
appropriate support for EC (Shalley & Gilson, 2004).
POS plays a crucial role in fostering EC, although the best Moreover, the two industries (IT, and banking sectors) in
means of enhancing EC are not that well understood. UK report an average score for work engagement of 68%. In
Moreover, as stated earlier while researchers know about percentile terms, 21% of the sample is highly engaged, while
Curr Psychol

55% is moderately engaged, and 24% is almost disengaged. Conclusion

This empirical result is consistent with average global em-
ployee engagement scores, that report 68%; while Europe Our research sheds light on the influence of POS on EC
reports 60% (Adair, 2020). Arguably, then, WE can be im- through WE in the workplace, making a significant contribu-
proved in the UK sample through better job design, training tion to the POS and EC literatures by offering insights on how
programs and job rotation that could result in higher levels of WE enhances EC. Our data relies on employees in two indus-
engagement (Schaufeli, 2012). Furthermore, organizations tries (IT and banking). The findings reveal that POS can en-
should provide supportive programs to influence employee’s courage employees to feel engaged in the workplace based on
WE so that they become more dedicated to their work. By the support gained from their organization. We interpret this
understanding their needs and individual differences organi- relationship theoretically based on SET, which enables em-
zations will be more likely to achieve desired outcomes such ployees to engage in creative task performance. POS and WE
as engagement and creativity. Managers in these organizations in our conceptual framework are antecedents of EC, which is
in the IT and banking sectors should work closely with em- an outcome that organizations aim to attain. Therefore, we
ployees to ensure that they can perform with passion, enthu- conclude that WE explains the relationship of POS with EC.
siasm, and energetic in executing creativity tasks. Moreover, to improve EC in companies operating in the UK,
Consequently, organizations should support employees and and probably elsewhere, we suggest that organizations pro-
motivate them to engage in their work and execute creative vide employees with the required job resources (e.g., support).
tasks that enhance EC. Increased EC can be a source of inno- Such forms of support nurture positive emotions and give
vation and competitive advantage. We have emphasized that employees worthwhile reasons to be more engaged and crea-
SET presents a well-defined explanation for why organiza- tive in their work.
tions should proliferate high quality relationships among em-
ployees to enhance their exchange benefits for employees and
employers. Data Availability Statement The datasets generated during the current
study are available in the [osf.io] repository, (https://osf.io/gx4ur/?
view_only=82e9bb97f3d445eb824d8fb6dcd9d4d5).

Limitations and Future Studies Declarations The authors followed the ethical policy of The British
University in Dubai (BUiD) taking into consideration the following crit-
There are several drawbacks in our research design. The ical points. Firstly, informed consent was obtained from everyone
dataset was collected from only two companies in the UK responding to the survey. Respondents were briefed through a written
introduction to the title and objective of the research, and they all indicat-
which limits its generalizability. While CMV is not a problem
ed their consent and agreement to complete the survey or withdraw at any
in our empirical study, self-report measures raise concerns time. Secondly, anonymity and confidentiality was observed, so that no
about possible CMV. Even so, self-reports by individual em- questions of a personal or identifying nature were asked. All responses
ployees could in future research work be extended to the per- and the collected data was secured through a weblink protected by
a password. Permission for conducting this study was granted by BUiD
spectives of supervisors and peers since this might contribute Ethics Committee on the 10th December 2019.
to knowledge on WE and EC. Further, our research is a cross
sectional survey with all data collected and measured during Conflict of Interest The authors declare there is no potential conflict of
the same time period. Similar to many other studies on crea- interest with respect to the research, authorship, and/or publication of this
tivity, cross-sectional data do not permit drawing conclusions article.
about causality. Further, our analysis is at the individual level
and future studies could conduct multilevel analyses for the
identical constructs. We examined the mediating role of WE
in the relationship between POS and EC, and there may be References
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