The effect of a psychological climate for creativity on job satisfaction and work performance

The organisational climate for creativity has been widely acknowledged to influence various work outcomes such as employee innovation and productivity. Researches carried out on the creative climate in Malaysia have up till now, confirmed the notion. However, as far as the Malaysian context is concerned, the effect of a creative work environment on employee job satisfaction and work performance level has yet to be explored. As such, this study aims to investigate the effects of a psychological climate for creativity on job satisfaction and work performance. Additionally, this study seeks to establish the role of job satisfaction as a mediator on the relationship between organisational climate and work performance. The results from a sample of 118 electrical engineers working only within the area of the Klang Valley suggest that all variable relationships were positively and significantly correlated: Job satisfaction - Work performance, Psychological climate for creativity - Job satisfaction and Psychological climate for creativity - Work performance. Moreover, job satisfaction was found to mediate between the psychological climate for creativity and work performance when an analysis was carried out on three separate regressions

The influence of demographic variables on lecturers’ protean careers orientation

The present study examined the influence of age, level of education and gender on two dimensions of the protean career orientation: values-driven attitude and self-directed behaviour. The results, based on 582 university lecturers, showed that age was a significant predictor for the values-driven attitude while educational level was a significant predictor for the self-directed attitude. Gender was significant for both values-driven attitude and self-directed attitude. For both these dimensions, female lecturers scored higher than male lecturers, indicating that women were more intent on using their own values (versus organisational values) to guide their careers (values-driven) and possessed a self-directed attitude towards career management. The results of this study provided a further understanding of the factors that influence protean careerists. Furthermore, both research and managerial implications associated with values-driven attitude and self-directed attitude were discussed