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Abstract
ABS-106
The Influence of Organizational Support and Inclusive Leadership on Employee Innovative Behavior with Extrinsic Motivation as an Intervening Variable (Study at Financial Institutions in Semarang City)
Rafa Zacky Firzatullah* , Muhammad Zhia Al Arafi, Asih Niati, Teguh Ariefiantoro
Corresponding Author: Rafa Zacky Firzatullah


Question from Ms. Shifa Megarani
2024.11.05 14:11:08

Permission to ask, each variable has the highest indicator. Please provide an example of
an indicator on a variable that has a high value and explain how the indicator can be
measured and its relevance to the variable in question. thank you.

Reply from Mr. Rafa Zacky Firzatullah
2024.11.05 14:30:05

Based on the research findings, the indicators with the highest average scores for
each variable are:

1. Organizational Support - Recognition / Awrads
This indicator measures how much employees feel acknowledged for their
contributions. It can be assessed through surveys asking employees about the
frequency of recognition they receive. A high recognition score is crucial as it
enhances employees^ feelings of being valued, reinforcing their perception of
organizational support.

2. Inclusive Leadership - Accessibility
This indicator gauges the ease with which employees can communicate with their
leaders. Measurement can involve surveys where employees rate their ability to
contact leaders. Accessibility is key to inclusive leadership as it promotes open
communication, fostering engagement and innovation within teams.

4. Innovative Behavior - Collaboration
This indicator reflects the extent to which employees collaborate to generate
innovative ideas. It can be measured by assessing the frequency and quality of
collaborative efforts in projects. High collaboration scores are essential for
innovative behavior, as teamwork is vital for idea sharing and creative solution
development.

5. Extrinsic Motivation - Relationship with Supervisor
This indicator measures the positivity of the relationship between employees and
their supervisors, particularly regarding external motivation. Surveys can be used
to gauge employees^ perceptions of supervisor support in achieving goals. A strong
relationship with supervisors is relevant for extrinsic motivation, as it encourages
employees to perform better.

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