JRSSEM 2021, Vol. 01, No. 1, 46 63
E-ISSN: 2807 - 6311, P-ISSN: 2807 - 6494
DOI : 10.36418/jrssem.v1i1.3 https://jrssem.publikasiindonesia.id/index.php/jrssem/index
Tri Siwi Agustina
Fadlilah Karunia Novianti
Universitas Airlangga
e-mail: [email protected]eb.unair.ac.id
*Correspondence: s[email protected]eb.unair.ac.id
Submitted: 16 September 2021, Revised: 23 August 2021, Accepted : 27 August 2021
Abstrak. Vulnerability is constantly looked at in a steadily changing business climate, this makes
associations should have the availability and capacity to make developments. This examination
plans to investigate the impact of perceived peer support and perceived organizational support on
innovative behavior. This study uses work engagement as a mediating variable, and leader-member
exchange as a moderating variable. This examination was directed at Hotel "X" Surabaya, which is
important for a four-star public lodging network to discover how the impact of help that has been
felt by workers from the hierarchical level and the socio-enthusiastic level on their innovative
behavior, also the mediating role of work engagement. The sample in this study was an employee
of “X” Hotel in Surabaya who worked in the operational division with a total number is 40 people.
The sampling technique used is a census. After testing the hypothesis using Partial Least Square,
the results showed that the perception of peer support does not influence the innovative behavior
of “X” Hotel employees in Surabaya. Work engagement is proven to fully mediate the effect of
perceived peer support on the innovative behavior of “X” Hotel employees in Surabaya.
Furthermore, work involvement is proven to partially mediate the effect of perceived organizational
support and innovative behavior of “X” Hotel employees in Surabaya. This examination likewise
shows the outcomes that leader-member exchange strengthens the influence of perceived
organizational support and innovative behavior of “X” Hotel employees in Surabaya
Keywords: innovative behavior, leader-member exchange; perceived organizational support;
perceived peer support; work involvement.
Tri Siwi Agustina, Fadlilah Karunia Novianti | 47
DOI : 10.36418/jrssem.v1i1.3 https://jrssem.publikasiindonesia.id/index.php/jrssem/index
The uncertainty that is always faced in
an ever-changing business environment
makes organizations and must have the
readiness and increase the ability to create
innovation. The goal is to maintain and
produce products that excel in the face of
change. As stated by Yang et al. 2020 that
in a complex, competitive, and ever-
changing environment, organizations must
rely on innovation to meet and achieve
competitiveness in a sustainable manner.
According to Sintes & Mattsson (2009)
competitiveness in the hotel sector also
depends on innovation to achieve lower
costs but produce higher quality outputs,
either in the form of improving services and
products or in the form of innovation in
solving environmental problems. In
addition, innovation in the hospitality
sector can improve finance, productivity,
quality standards, organizational value, and
performance (Edghiem & Mouzughi, 2018).
This change was also experienced by
Hotel XSurabaya. Hotel X” Surabaya is
one of the four-star hotels in Surabaya, East
Java. Initially, Hotel “X” Surabaya was part
of one of the international hotel chains. In
2017 ownership changed to part of one of
the national hotel chains. This rebranding
makes Hotel X Surabaya also implement a
new strategy to achieve its goals. One of
them is innovation in the organization. In
the past, innovation was only limited to the
top management line. However, currently,
innovation at Hotel “X” Surabaya involves
cooperation at all levels of employees.
Hotel “X” Surabaya creates a new image for
the hotel and increases consumer interest
in the services provided by the hotel.
Employees get encouragement and
support from the organization to provide
new ideas, which include improvements,
the development of existing ideas, or the
creation of new service products.
Representatives get the chance to make
thoughts identified with the improvement
of new items, occasions that can be
acknowledged, plans to tackle issues that
frequently emerge at work or thoughts
identified with working on the association
to surpass the yearly turnover target The
openness of innovation implemented by
Hotel “X” Surabaya has succeeded in
increasing customer interest in this hotel,
which can be seen from the increase in the
number of guests, and annual turnover.
Compared to before, Hotel “X” Surabaya
currently also rarely receives complaints
from disappointed guests regarding the
services provided.
Hotel “X” Surabaya in addition to
motivating employees, the organization
also provides support so that employees
can work beyond performance. This
support is in the form of programs
packaged in various forms, such as general
staff meetings to accommodate ideas and
explore creativity, organizational
organizations to accommodate complaints
related to work problems, coaching, to
training that must be attended every
month for a minimum of six hours so as not
to get bored at work. In addition, Hotel X
Surabaya also provides programs to
strengthen the closeness between
employee members so that they are always
48| Study On Innovative Behavior Of “X” Hotel Employees In Surabaya
compact to work together between
individuals and teams. As per the JD-R
model, the availability of job resources both
at the organizational level, social-
interpersonal relationships, work, and task
levels can be a great source of motivation
for employees to produce high
performance (Bakker & Demerouti, 2007).
Hotel “X” Surabaya realizes that the
work environment in the hospitality
industry has high work pressure, so the
organization ensures that employees do
not feel pressured and bored by providing
training that is required to be followed for
a minimum of six hours every month. Given