Pak J Commer Soc Sci

Pakistan Journal of Commerce and Social Sciences

2015, Vol. 9 (2), 438-446
Innovative Workplace Behavior, Motivation Level,
and Perceived Stress among Healthcare Employees
Muhammad Saleem (Corresponding author)
Department of Psychology – FSSK, University Kebangsaan, Malaysia (UKM)
Email: chsaleem_1@hotmail.com

Muhammad Waseem Tufail

Department of Applied Psychology, The Islamia University of Bahawalpur, Pakistan
Email: waseemtufail.pk@gmail.com

Amina Atta
Department of Applied Psychology, The Islamia University of Bahawalpur, Pakistan,
Email: amina_atta77@yahoo.com

Shazia Asghar
Department of Applied Psychology, The Islamia University of Bahawalpur, Pakistan,
Email: shaziaasghar.pk@hotmail.com

Abstract
The current study aims to explain innovative workplace behavior, motivation level, and
perceived stress among healthcare employees. The sample of one hundred (N =100)
doctors from Sheikh Zaid Hospital Rahim Yar Khan were recruited conveniently (M 50; F
50). Three highly valid instruments were employed; Perceived Stress Scale (PSS),
Motivation Questionnaire (MQ), and Innovative Work Scale (IWS). Quantitative cross-
sectional research design was applied. Data were tabulated through SPSS (21.0.). Statistical
techniques; mean, standard deviation, regression, and chi-square were used to test the
hypotheses. The results depict there is a significant inverse relationship between perceived
stress and motivation. Likewise, significant but inverse relationship exists between
perceived stress and innovative workplace behavior of doctors. Conclusively, study proves
the potential negative effect of perceived stress on motivation and innovative work
behavior among health care employees. Future avenues and limitations of current study are
also cordoned off.
Key terms: innovative workplace behavior; perceived stress; motivation; doctors;
Pakistan

1. Introduction
Innovative workplace behavior is a constituent of proper and quick public health services.
Health care profession requires the innovative behavior due to its needs of maintaining
hospital management and diagnosing and treating diseases to make innovative use of
resources (Kumar, 2011). Yet the element that leads to efficient workplace behavior is
motivation (Gracia-Prado, 2005). For a well-developed health care system, sufficient,
 Saleem et al

highly motivated and skillful employees are essential components (Buchan, 2004; Bhatiya
& Purohit, 2014). For medical professionals, innovative workplace behavior is crucial for
the provision of health care services. To maintain positive patient and physician
relationships, sharing information about health, using better treatment and diagnosing
strategies are the agents of an efficient job performance (Kumar, 2011). Innovative work
behavior refers to managing abilities to create new and productive ideas related to
workplace demands (Scott & Bruce, 1998; Janssen, 2000).
Similarly, to fulfill the workplace demand necessitate motivation at workplace to increases
the work efficiency of workers (Alavi, Abdi, Mazuchi, Beghami & Heidari, 2013;
Venkatesh & Cherurveettil, 2012). Employees’ motivation and performance is the pivotal
element in achieving the goals and objectives of any organization. Motivation level
significantly affects the performance of employees, and it is motivation that decides the
work competency and work place behavior of the employees (Avasilcai & Rusu, 2013).
Work competency and satisfaction is influenced by motivational level. Both intrinsic and
extrinsic motivation influence positively external work place environment, nature of
provisional tasks and incentives to enhance motivation that are involved in workplace
behavior of employees (Avasilcai & Rusu, 2013).
Employees who are internally motivated, perform well and behave positively at their
workplace because, their source of motivation is their inner ability to acquire skills and to
do work in a productive and efficient way (Longzeng, Li-Qun, Yichi & Tielin, 2012), the
extrinsic motivation is important as well because, many individual do not take interest in
doing productive work for a longer period of time in the absence of rewards. So, it is the
fact that both internal and external motivation boosts the performance of employees of an
organization (Alimi & Fatima, 2011).
In line with above cited scenario medical professionals experience workplace stress in their
daily life and this workplace stress affects the job performance and satisfaction with job
(Ho et al., 2011). Job stress of medical professionals may be varied due to the specific
domain of health profession. It was identified that long period timing of job and shortage
of workforce create stress among employees.
It is essential to use resources to bridge the gap and to reduce the workplace stress of the
doctors so that their innovative workplace behavior is increased (Chew et al., 2013).
1.1 Objectives of the Study
o To find out the role of perceived stress with motivation level among employees.
o To relate the various degrees/level of perceived stress with innovative work
behavior of employees.
o To check the association between innovative workplace behavior and motivation
of health care employees.
1.2 Hypotheses
It was hypothesized that…
o Perceived stress is a predictor of high and low motivation level among the
employees.
o Innovative work behavior is linked with various degrees of perceived stress.

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 Innovative Workplace Behavior, Motivation Level, and Perceived Stress

o Innovative workplace is associated with motivation among health care

professionals.

2. Method
2.1 Participant Characteristics
The sample comprised of one hundred male and female doctors who belong to Sheikh Zaid
Hospital (RYK).
2.2 Inclusion Criteria
All participants were in-service doctors from different wards of Sheikh Zaid Hospital,
including house jobians and permanent doctors, regardless of gender.
2.3 Exclusion Criteria
Considering the very busy routine of most senior doctors, FCPS and BDS were excluded
from this study.
2.4 Demographic Measurement
Demographic questionnaire was used for collecting demographic information such as, age,
gender, socio-economic status, designation, and field of specialization.
2.5 Procedure and ethics
First of all, the purpose of the study was explained to the hospital management for the sake
of formal permission. All participants were debriefed and informed consent was obtained.
Instructions were given to the participants before administering the questionnaires.
Anonymity, confidentiality and privacy were keenly maintained. After completion of all
questionnaires scoring was done according to manual instructions for every questionnaire
respectively. Formal permission to use questionnaires was obtained from formal authors.
All questionnaires were used in English language, considering the population is educated
enough to comprehend the items well.
2.6 Sampling Strategy
Convenient sampling technique was employed to collect the data.
2.7 Measures and covariates
2.7.1 Perceived Stress Scale (PSS)
Perceived Stress Scale developed by © Sheldon Cohen (1988) contains 10 items; responses
include from Never to ….. very often, other responses are, almost never, sometimes never,
fairly often, and very often taped how unpredictable, uncontrollable, and overloaded
respondents find their lives and includes a number of direct queries about current levels of
experienced stress. PSS scores are obtained by reversing responses (e.g., 0 = 4, 1 = 3, 2 =
2, 3 = 1 & 4 = 0) to the four positively stated items (items 4, 5, 7, & 8) and then summing
across all
Scale items. If individual scored 20, it shows highest level of perceived stress
2.7.2 Motivation Questionnaire (MQ)
The Motivation Questionnaire is designed to help understand and explore the conditions
that will tend to increase or reduce your enthusiasm and motivation at work. This is

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developed by © John Smith (2004), consists of 20 items. Each item responded by encircling
the providing options, if individual got 10 score, shows the highest motivation level.
2.7.3 Innovative Work Scale (IWS)
The innovative work scale developed by © Ettlie O’Keefe (1982) contains 18 statements.
Each item is answered by responding encircle the giving options from strongly agree (SA)
…. to strongly disagree (DS), to obtain higher score indicated the more willing you are to
be innovative, and attitude toward innovation is more positive than that of people who
score low. A score of 72 or greater is considered high, while a score of 45 or less is
considered low.
2.7.4 Research Design
Quantitative cross-sectional survey research design is employed for the current study.
2.8 Operational Definition of the Variables
2.8.1 Perceived Stress
Stress is a mental state that is caused by any environmental threat or disturbance at a
workplace due to maladjustment of the employees in any organizational environment
(Dewa, Thompson & Jacobs, 2010; Yousuf, 2001).
2.8.2 Innovative Workplace Behavior
Innovative work behavior is the ability to think in a novel and productive way and to
implement these ideas to increase work efficiency for personal and organizational
satisfaction (King & Anderson, 2002; Mumford, 2003; Zhou & Shalley, 2003).
2.8.3 Motivation
Motivation is a complicated process occurs to meet the needs to achieve the strategic goals
of an organization through involving the energetic use of capacities for better work
performance (Ivanovic, 2003; Pritchard & Ashwood, 2008; Stroh, Northcraft & Neale,
2002).
3. Results
Table 1: Impact of Perceived Stress on Motivation
Regression Regression
R R Square T P-value
Constant Coefficient
0.461 0.212 9.639 -0.461 -5.141 0.000
The above table shows the dependence of motivation level on perceiving stress. The value
of R-Square is 0.212 which shows that there is 21.2% variation in the motivation level is
due to perceiving stress. The regression analysis is also determined which shows the
regression coefficient is -0.461 indicates there is negative relationship between both
variables i.e. as the stress level is high then motivation level is decreased. P-value is 0.000
shows that regression coefficient is significant at 5% level of significance.

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Table 2: Impact of Perceived Stress on Innovative Behavior

Regression Regression
R R Square T P-value
Constant Coefficient
0.549 0.302 99.610 -0.549 -6.506 0.000

This table shows the dependence of Innovative behavior on perceiving stress. The value of
R-Square is 0.302 which shows there is 30.2% variation in the innovative behavior is due
to perceiving stress. From the regression analysis we can conclude that regression
coefficient is -0.549 indicates there is negative relationship between both variables i.e. as
the stress level is high then innovative behavior is decreased. P-value is 0.000 shows that
regression coefficient is significant at 5% level of significance.

Table 3: Chi-Square Testing For Association between Stress Level and Motivation Level
Motivation Level
Stress Level
Low Average High Total
Very Low (0-7) 0 1 0 1
Low (8-11) 0 0 7 7
Average (12-15) 1 9 2 12
High (16-20) 65 0 4 69
Very High (20 & over) 7 0 4 11
Total 73 10 17 100
Test of association Value d.f P-value
Pearson Chi-Square 120.65 8 0.000

The above contingency table shows the measurement of association between the two
variables (Stress level and Motivation level). The table frequencies indicate there is
negative relationship between the both variables. If we consider only one cell that is 65 lies
at low motivation level and high stress level. Chi-square test is used to check the
significance of the association indicate P-value is 0.000.
Table 4: Chi-Square Testing For Association between Innovative Behaviors and
Motivation Level
Innovative Behavior
Stress Level
Low High Total
Very Low (0-7) 0 1 1
Low (8-11) 0 7 7
Average (12-15) 4 8 12
High (16-20) 66 3 69
Very High (20 & over) 7 4 11
Total 77 23 100
Test of association Value d.f P-value
Pearson Chi-Square 120.65 8 0.000

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This contingency table shows the measurement of association between Stress level and
Motivation level. The table indicates there is negative relationship between the both
variables. Chi-square test is used to check the significance of the association indicate P-
value is 0.000
4. Discussion
The present study was conducted to explore the employee perceived stress, motivation
level, and innovative work place behavior. According to results, there is inverse and
significant relationship existed between motivation level and perceived stress. The value
of R-Square is 0.212 which shows, there is 21.2% variation in the motivation level is due
to experiencing stress. The linear regression analysis determines the regression coefficient
is -0.461 that indicates the negative relationship between both variables i.e. as the stress
level is high then motivation level is decreased. P-value is 0.000 that shows regression
coefficient is significant at 5% level of significance. This shows perceived stress effects
motivation level of the workers inversely. A study conducted by Chew et al., (2013), also
supports the view and depicts the significant relation of the stress with motivation level.
So, the hypothesis that the higher level of stress decreases the motivation of employees is
accepted.
Moreover, it is reported that innovative behavior is dependent on perceiving stress. The
value of R-Square is 0.302 that shows there is 30.2% variation in the innovative behavior
is due to perceiving stress. From the regression analysis we can conclude that regression
coefficient is -0.549 indicates there is negative relationship between both variables i.e. if
the stress level is high that innovative behavior is decreased. P-value is 0.000 shows that
regression coefficient is significant at 5% level of significance. This shows that the stress
decreases the innovative workplace behavior and the hypothesis “the higher level of stress
decrease innovative behavior” is accepted. On the other hand, study conducted by Singh
(2000) showed that productivity is the way to lighten the stress and stress has not strong
relationship with innovative behavior. Whereas, the findings obtained from the study of
Jamal and Baba, (1992) showed the association between stressors and decreased ability of
innovative behavior (Donald, Taylor & Johnsan, 2005).
Another similar research conducted by Tpiberrac, Pekreitnc, and Nratnc (2015), stated that
there is negative relation exists between stress experienced at a work and employee job
performance. Various level of stress has great impact on employee motivation as well as
job performance. The finding of current study shows high level of stress decreased the
individual performance whereas moderate level perceiving stress produce better
performance at a workplace. It is the responsibility of administration of management that
they should facilitate their employee in terms of less stressful and conducive working
environment so their workability remain at maximum (Chew et al, 2013).
5. Conclusion
The present research concluded that the motivation level is affected negatively by
perceiving stress. The high level of stress decreased the employee performance and
innovative workplace behavior, whereas, moderate level of stress maintained the
performance at maximum. The low motivation level produces high stress at work. In the
current situation, an important conclusion is drawn, if hospital management wants to
enhance the doctor’s workability, provide them less stressful environment so that their
innovative behavior might remain optimum.
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6. Limitations
The sample was taken conveniently and based on young doctors of Sheikh Zaid Hospital
Rahim Yar Khan only, so, wide generalizability cannot be expected.
7. Implications
Current study is a bench mark for health care employees that exhibit the relationship among
stress, motivation and innovative work behavior. It establishes the inverse relation of stress
with motivation and innovative behavior. It will work as a guideline for executives of any
organization about how they can get optimum to care about these variables. In future
researches relationship of other allied variables is also gauged to connect the dots.

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