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

STUDY ON INNOVATIVE BEHAVIOR OF “X” HOTEL

EMPLOYEES IN SURABAYA

Tri Siwi Agustina

Fadlilah Karunia Novianti

1,2

Universitas Airlangga

e-mail: siwi@feb.unair.ac.id

*Correspondence: siwi@feb.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

INTRODUCTION

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 “X” Surabaya. 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

the work environment that has high

pressure, organizations must be able to

create a sense of employee engagement

with work. Because through this work

engagement, employees can produce

various positive results (Grobelna, 2019). In

addition, this work engagement can make

employees more likely to play their role in

work voluntarily (Dai et al. 2020). Because

employee boredom can make them

unproductive, create feelings of displeasure

at work, to make employees often waste

their free time at work to do other things

that are not useful.

Leaders and employees form exchange

relationships based on various things. As in

high-level relationships or also called in

groups, this relationship can be caused by

mutual trust between leaders and

employees, mutual respect, and mutual

influence. On the other hand, the

exchange-level leader relationship or so-

called out-group can be caused by

employees who do not have the desire to

work more, there is no emotional closeness

between leaders and subordinates, or there

is no interpersonal interest (Liden &

Maslyn, 1998). Employees get more

responsibility from their supervisors to do

certain jobs. As in the front office, an

employee can be asked to help serve

certain guests in a restaurant. Furthermore,

during the night shift, a housekeeping

employee is also asked to assist room

attendants to help provide services for

certain guests. Compared to out-group, in-

group employees have higher levels of self-

efficacy, greater opportunity to be involved

in the decision-making process, a better

quality of communication with

management, and information related to

work, mentoring, and other developmental

processes related to work (Casimir et al.

2014). Supervisors as organizational agents

can be a picture for employees of how the

organization provides support to them, this

picture they get based on the treatment

they receive. So that this leader-member

exchange can be a factor that strengthens

the relationship between employees'

perceptions and their innovative behavior

(Agarwal, 2014).

This research was conducted based on

the phenomena previously mentioned, to

find out how the influence of support that

has been felt by employees from the

organizational level and the socio-

emotional level on their innovative

behavior, also the mediating role of work

engagement. In which employees have

experienced a change in the pattern of the

work system from being not involved in

creating innovations to being more open

for them in high work pressure, like before

and after rebranding. In addition, previous

research is still limited to include variables

in the form of social-emotional level

Tri Siwi Agustina, Fadlilah Karunia Novianti | 49

support, namely Perceived Peer Support as

an independent variable, on Innovative

Behavior.

Theoretical Basis and Hypothesis

Development

Innovative behavior is an imaginative

representative work conduct, which alludes

to the inception, advancement,

acknowledgment, and execution of

groundbreaking plans to further develop

items, administrations, cycles, and work

techniques. This imaginative conduct is

made from a thought purposefully,

advancing the thought, and acknowledging

it in a work job, workgroup, or association

(Wang et al., 2015). Imaginativeness can be

depicted as where workers' novel thoughts,

by implies, are created, made,

acknowledged, executed for their

execution (Thurlings et al.,2015).

Imaginative conduct is a cycle where the

monetary or social worth got from

information happens through the

dispersion, and change of information to

create valuable new items or (Akram et

al.,2020). Following the definition recently

referenced, Janssen (2000), additionally

clarifies that innovative behavior is

characterized as the aftereffect of the

making of thoughts that are intentionally

made by representatives, just as the

presentation, and utilization of these

thoughts in work jobs, gatherings, or

associations that are useful for job

execution, gathering, or association.

remembering past research, in this

examination, it very well may be

characterized that imaginative conduct is

the conduct of representatives who are

inventive as far as making, presenting, and

acknowledging thoughts inside the extent

of work.

Perceived co-worker support or

perceived co-worker support is a

representative's view of the degree to

which their collaborators give business-

related help with completing tasks (Loi et

al.,2014). This help from collaborators is

one of social help identified with

enthusiastic consideration, giving

instrumental help, and data support from

partners (Karatepe, 2012). In addition,

(Swift & Virick, 2013) define co-worker

support as singular representative

convictions regarding how much their

associates as an aggregate gathering offer

help, and consistently like the commitment

of the worker. For example, getting help

when representatives need it in completing

work, and backing and help when

managing circumstances that can cause

pressure.

While Hammer et al. (2004) explain the

perception of co-workers' support is the

impression of representatives concerning

the different types of help they get from

associates at work. From the definitions

recently referenced, in this investigation,

the view of associates' help can be

characterized as the impression of the

conviction that their colleagues give help

and backing to work.

Perceived organizational support is a

representative's inclination that alludes to

the faith in the association that each

commitment made by workers will be

valued, and gets consideration from the

association concerning their government

assistance (Loi et al.,2014). Wayne et al.,

(1997) clarified that apparent authoritative

help is the overall conviction of

50| Study On Innovative Behavior Of “X” Hotel Employees In Surabaya 
 
 
representatives  regarding  how  to  esteem 
every one of their commitments, and care 
about the government assistance of every 
worker. Moreover, Eisenberger et al., (2001) 
likewise  characterize  that  organizational 
support  clarified  that  apparent 
authoritative help is the overall conviction 
of  representatives  regarding  how  to 
esteem  every  one  of  their  commitments, 
and care about the government assistance 
of every worker. Moreover, Eisenberger et 
al., (2001) likewise characterize. 
Work  engagement  is  a  good 
perspective and is described by the energy, 
devotion,  and  ingestion  that 
representatives feel in their work (Schaufeli  
et al., 2006). According to Breevaart et al., 
(2015)  work  engagement  is  a  positive 
perspective  of  representatives,  which  is 
identified  with  their  work.  Hence, 
representatives who have a feeling of work 
commitment  show  that  they  have  high 
energy levels, are excited about work, are 
motivated, and are pleased with the work 
they  do. Bakker  et  al.,  (2011) explain  that 
work engagement is a positive condition of 
representatives at work, which tells the best 
way to esteem their work as something that 
can be a boost and energy, and something 
that  makes  workers  need  their  time  and 
energy.  Just  as  things  that  make 
representatives. 
Theory  about  Leader-Member 
Exchange  (LMX)  is  based  on  Social 
Exchange Theory (SET) and represents that 
leaders  have  an  alternate  communication 
measure with  every  representative (Saeed 
et  al.  2019).  In  the  Leader-member 
exchange,  there  is  a  dyadic  connection 
between  the  leader  and  the  worker 
individuals  they  lead  (Porter  et  al.  2019). 
Liden & Maslyn (1998) explain that leader-
member  exchange  is  the  utilization  of  an 
alternate style of the pioneer in every one 
of his representatives, for this situation, the 
leader  fosters  an  alternate  sort  of 
relationship  or  kind  of  trade  for  every 
worker. 
 
H1:  Perceived  peer  support  has  positive 
influences on the innovative behavior of 
”X” hotel employees in Surabaya  
H2: Perceived peer support has a significant 
influence on the innovative behavior of 
”X”  hotel  employees  in  Surabaya 
mediated by work engagement  
H3:  Perceived  organizational  support  has 
positive  influences  on  the  innovative 
behavior  of  ”X”  hotel  employees  in 
Surabaya 
H4: Perceived organizational support has a 
significant  influence  on  the  innovative 
behavior  of  ”X”  hotel  employees  in 
Surabaya  mediated  by  work 
engagement 
H5: Perceived organizational support has a 
significant  influence  on  the  innovative 
behavior    of  ”X”  hotel  employees  in 
Surabaya moderated by leader-member 
exchange 
 
METHODS 
 
Type of research 
This  research  used  the  quantitative 
method.  Perceived  Peer  Support  and 
Perceived Organizational Support were the 
independent variables.  Work Engagement 
was  mediating  variable.  Innovative 
Behavior  was  a  dependent  variable.  And 
Leader-Member  Exchange  as  moderating 
variable. 

Tri Siwi Agustina, Fadlilah Karunia Novianti | 51

Participant / Sample

The population in this study was an

employee of “X” Hotel in Surabaya who

worked in the operational division with a

total number is 40 people. While the

technique used to determine the sample is

the census technique. That is, taking all

members of the population as research

samples.

Measurement

Perceived co-worker support is the

perception or acceptance of Hotel “X”

employees about the various supports and

assistance they receive from their co-

workers at work. The indicators used in this

study are based on the statement of

Hammer et al. (2004). As employees receive

help from co-workers, employees feel

welcome in the workgroup.

Perceived Organizational Support is the

perception of Hotel “X” Surabaya

employees about support from

organizations that care about their welfare.

In this study, the Perceived Organizational

Support indicator is based on the

statement of Eisenberger et al. (2001). As

proud of the pride of employees, the

organization cares about the welfare of

employees, appreciates the organization,

and contributes to the success of the

organization.

Work engagement is the positive

psychology of Hotel “X” Surabaya

employees with their work which is

characterized by strength, dedication, and

absorption in work. Indicators of Work

Engagement are based on the statement of

Schaufeli et al. (2006). which consists of

passion, dedication, and absorption.

Innovative behavior is the behavior of

Hotel X Surabaya employees to provide

useful new results, through the formation

of ideas, promotion of these ideas, to

realization. The employee's innovative

behavior indicator is based on research by

Janssen (2000), which consists of idea

formation, idea promotion, and idea

realization.

Leader-Member Exchange (LMX) is a

reciprocal relationship between the

leadership and employees of Hotel “X”

Surabaya, in which the leader develops a

different type of relationship or exchanges

with each subordinate. The indicator of this

variable is based on the statement Liden &

Maslyn (1998) which consists of influence,

loyalty, contribution, and professional

award.

Data Collection

After the data was obtained through

interviews and questionnaires, also through

primary and secondary data, the researcher

then conducted an analysis using statistical

test tools. This study uses PLS (Partial Least

Square) analysis with SmartPLS software.

RESULTS AND DISCUSSION

Test Result

Figure.1 Outer Model

Outer Model

52| Study On Innovative Behavior Of “X” Hotel Employees In Surabaya

Convergent Validity

Based on the test, shows that the

model has an outer loading value of more

than 0.700. So that all indicators of each

variable meet convergent validity.

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DOI : 10.36418/jrssem.v1i1.3 https://jrssem.publikasiindonesia.id/index.php/jrssem/index

Discriminant Validity

Table 1. Cross Loading Value

Innovative

Behavior

Leader

Member

Exchange

Perceived

Organizational

Support

Perceived

Peer

Support

Work

Engagement

IB1

0.730

0.347

0.483

0.386

0.557

IB2

0.806

0.608

0.633

0.731

0.756

IB3

0.807

0.471

0.369

0.584

0.642

IB4

0.754

0.318

0.492

0.299

0.533

IB5

0.795

0.403

0.557

0.381

0.516

IB6

0.790

0.374

0.423

0.406

0.580

LMX1

0.474

0.835

0.336

0.674

0.526

LMX2

0.504

0.773

0.436

0.514

0.592

LMX3

0.446

0.864

0.456

0.529

0.497

LMX4

0.474

0.885

0.366

0.558

0.384

LMX5

0.460

0.888

0.306

0.492

0.425

LMX6

0.507

0.893

0.356

0.460

0.407

LMX7

0.451

0.854

0.303

0.403

0.310

LMX8

0.492

0.875

0.370

0.327

0.476

POS1

0.435

0.226

0.867

0.068

0.491

POS2

0.400

0.374

0.822

0.191

0.454

POS3

0.515

0.394

0.821

0.253

0.480

POS4

0.689

0.383

0.871

0.373

0.633

POS5

0.620

0.432

0.898

0.339

0.554

PPS1

0.519

0.501

0.227

0.890

0.609

PPS2

0.500

0.491

0.278

0.798

0.523

PPS3

0.534

0.577

0.188

0.870

0.541

PPS4

0.549

0.384

0.328

0.824

0.586

WE1

0.642

0.374

0.563

0.529

0.818

WE2

0.739

0.318

0.585

0.498

0.790

WE3

0.583

0.452

0.339

0.573

0.835

WE4

0.623

0.377

0.419

0.526

0.831

WE5

0.630

0.547

0.543

0.659

0.854

WE6

0.632

0.553

0.592

0.533

0.835

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Based on the data results indicate that

the cross-loading value between variables

is higher than the others. So it can be said

that the model has met the discriminant

validity.

Construct Validity

Table 2 construct validity

Average

Variance

Extracted

(AVE)

Perceived Peer

Support

0.716

Perceived

Organizational

Support

0.734

Work Engagement

0.685

Innovative Behavior

0.610

Leader

Member Exchange

0.739

The results of data processing show

that each variable has a value > 0.5, then

the conclusion of These data indicates that

the indicators used in the study meet the

requirements of construct validity.

Composite Reliability

Table 3 Composite Reliability

Cronbach's

Alpha

Composite

Reliability

Perceived

Peer Support

0.867

0.910

Perceived

Organization

al Support

0.910

0.932

Work

Engagement

0.908

0.929

Innovative

Behavior

0.873

0.903

Leader-

Member

Exchange

0.949

0.958

results if to indicate that all variables

have a value of alpha and composite

reliability of more than 0, 7, meaning that

the model of all variables is reliable and can

be used to conduct research.

Structural Model (Inner Model)

Figure 2. Inner Model

Inner Model

Through the Inner Model can be

known the value of the R-Square and the

results of hypothesis testing in research.

Tri Siwi Agustina, Fadlilah Karunia Novianti | 55

Rated R-Square (R 2)

Table 4 Values of R-Square

Squar

R Square

Adjusted

Innovative

Behavior

0781

0749

Work

Engagement

0640

0620

Results of the data show that the value

of R-Square innovative behavior by 0781,

which means the percentage of the amount

of innovative behavior can be explained by

The variables of perceived peer support,

perceived organizational support, job

involvement, and the interaction between

perceived organizational support*leader-

member exchange were 78.1%, the

remaining 21.9% explained by other

factors. Furthermore, the amount of work

involved that can be explained by the

perceived support of coworkers and

perceived organizational support is 64%,

the remaining 36% is explained by other

factors.

Assessment of good of fit can be seen

from the value of Q2. Q value2 indicates

that the higher the Q2 the model will be

more fit the data. Calculation of the value

of Q2 can be done with the formula:

Value of Q2 = 1 - [ (1 – 0.640) x (1-

0.781) ] = 0.921 (92.1%)

The calculation results above show the

result of 0.921, which means the diversity of

research data research that can be

explained by the structural model is 92.1%,

while the remaining 7.9% is from other

factors outside the model. These results

indicate that the structural model is close to

100%, which means that it has good

goodness.

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Hypothesis Test

Direct Effect Hypothesis Test Results

Table 5 Direct Effect Hypothesis Test Results

Original

Sample

Mean

Standard

Deviation

T Statistics

P Value

Perceived Peer Support -

> Innovative Behavior

0050

0059

0123

0405

0343

Perceived Organizational

Support -> Innovative

Behavior

0309

0303

0147

2102

0018

Moderating effect->

Innovative behavior

0294

0292

0083

3548

0000

Hypothesis Test Results Indirect Effect

Table 6 Hypothesis Test Results Indirect Effect

Original

Sample

Mean

Standard

Deviation

Statistics

P-Value

Perceived Organizational

Support -> Work Engagement

-> Innovative Behavior

0.247

0.222

0.113

2.185

0.015

Perceived Peer Support ->

Work Engagement ->

Innovative Behavior

0.285

0.274

0.116

2.455

0.007

Scatter plot

Figure 3. Scatter Plot

Tri Siwi Agustina, Fadlilah Karunia Novianti | 57

Cross Tabulation

Table 7 Cross Tabulation

SupportPerceived organizational Behavior * Innovative * leader Member Exchange cross-

tabulation of

leader Member Exchange

Conduct

Innovative

Total

Low

High

Low

Perceived

organizational

Support

Low

Count

in Perceived organizational

Support

75.0%

25.0%

100.0%

High-Count

% in Perceived

Organizational Support

50.0%

100.0%

Total

Count

18%

in Perceived Organizational

Support

61.1%

38.9%

100.0%

High

Perceived

Organizational

Support

Low

Count

5 %

in Perceived Organizational

Support

80.0%

20.0%

100.0%

High

Count

17%

in Perceived Organizational

Support

23.5%

76.5%

100.0%

Total

Count

22%

in Perce ived Support

Organization

36.4%

63.6%

100.0%

Total

Perceived

Organizational

Support

Low

Count

13%

in Perceived Organizational

Support

76.9%

23.1%

100.0%

High

Count

27%

in Perceived Organizational

Support

33,3%

66.7%

100.0%

Total

Count

% in Perceived

Organizational Support

47.5%

52.5%

100.0%

58 | Study On Innovative Behavior Of “X” Hotel Employees In Surabaya

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The influence of perceived peer support

on innovative behavior of ”X” hotel

employees in Surabaya

In view of the measurable outcomes

displayed in Table 5, it shows that the t-

statistic value is 0.405 < 1.64, and p-value

0.343 > 0.05. So it can be seen that the

perceived peer support does not affect

innovative behavior. Research from

Gountas et al., (2014) previously explained

that employee interactions with coworkers

can produce positive emotions and

behaviors from the employee. In addition,

employee extra-role performance such as

innovative behavior is a reflection of the

availability of resources needed by

employees on the job. However, in

Schaufeli (2017) research it is explained that

the available job resources are not able to

reduce the impact that is felt by employees

at work, in other words, the availability of

work resources in the form of support

received from co-workers has limited ability

to manage arising from the workload and

the emotional consequences at work. The

impact of this can be in the form of fatigue

that cannot be a stimulus for employees to

improve performance, extra-role

performance.

Working hotel representatives work in

the cordiality business area which has high

work pressure The interactions that occur

between employees and co-workers shape

their perceptions of the support they

receive from co-workers. The results of this

perception cannot directly lead to

innovative behavior, but rather a positive

feeling of employees of Hotel “X” Surabaya

on their work in an environment with high

work pressure, compared to a direct

influence on their behavior at work.

The mediating of work engagement on

the influence of perceived peer support

towards innovative behavior of ”X”

hotel employee in Surabaya

Table 6 shows the t-statistic of 2.185 >

1.64, and p-values of 0.007 < 0.05. Thus, it

shows that work engagement mediates the

perceived peer support relationship on

innovative behavior. Hotel “X” Surabaya

always encourages employees to have a

sense of closeness to each other and

increases cohesiveness between members.

In addition, in a work environment that has

high work pressure, the closeness between

employees creates positive feelings about

their work. Finally, it can lead to positive

employee behavior in the workplace as

expected by the organization, namely

innovative behavior. According to (Doğru,

2018), employees who feel attached to

work will work enthusiastically, not easily

get tired, and make employees work in

terms of creating and implementing new

ideas that are useful in their work, which

means that employees behave positively in

the form of innovative behavior.

The influence of perceived

organizational support on innovative

behavior of” X” hotel employees in

Surabaya

The results of hypothesis testing listed

in table 5 show that the t-statistics value is

2.102 > 1.64 and p-values are 0.018 < 0.05.

Thus, it is realized that the perception of

organizational support has a positive and

significant effect on innovative behavior. in

the Social Exchange Theory (SET), it is

clarified that when workers see that the

organization is highly supportive, then

employees will tend to give back to the

Tri Siwi Agustina, Fadlilah Karunia Novianti | 59

organization, from employee perceptions

so that it leads to behavior based on high

performance (Cropanzano & Mitchell,

2005). Various supports provided by Hotel

“X” Surabaya which aim to improve their

performance can increase the extra-role

performance of employees.

Hotel “X” Surabaya is of the view that if

it cannot manage employees to produce

creative and innovative ideas, this can

guarantee the hotel's progress in the

future. Hotel “X” Surabaya reflects on other

hospitality industries that are reluctant to

open with innovation and close their

businesses. Employees receive support to

improve skills through acquiring new ideas

or adopting ideas. Whether in the domain

of creation, service, or innovative ideas to

solve problems that often arise on the job.

The mediating of work engagement on

the influence of perceived

organizational support towards

innovative behavior of ”X” hotel

employee in Surabaya

The results of the data processing are

shown in Table 6, the t-statistic value is

2.185 > 1.64 and the p-value is 0.015 <

0.05. So it very well may be seen that work

engagement mediates the relationship of

perceived organizational support to

innovative behavior. Based on the JD-R

theory, it is explained that the availability of

job resources needed by employees such

as organizational support can reduce

feelings and in work, there is a drive for

goals, and create positive feelings in the

form of work interactions, which will make

employees try new things, create ideas. and

solutions ultimately shape innovative

behavior (Agarwal, 2014). The support

provided by Hotel “X” Surabaya for

employees makes employees feel positive

motivation at work even though they are in

a work environment with high work

pressure. This positive feeling becomes a

stimulus for employees to be productive at

work. Positive motivation in employees

triggers employees to new ideas, as well as

employee confidence to create or adopt

useful ideas.

The moderating of leader-member

exchange on the influence of perceived

organizational support on innovative

behavior of ”X” hotel employees in

Surabaya.

Because of the consequences of the

factual information investigation displayed

in Table 5, it can be seen that the t-statistic

value is 3.548 > 1.64 and p-values 0.000 <

0.05. Furthermore, in the scatter plot, it can

be seen that with high leader-member

exchange, the perceived influence of

organizational support on innovative

behavior is more positive, as can be seen

from the line that makes the horizontal line,

which is more inclined to the right. At the

low leader-member exchange, the

influence of perceived organizational

support on innovative behavior is lower.

This can be seen with a line that approaches

a horizontal line, is sloping, or approaches

a straight line. Reinforced by additional

data processing, the table of cross-

tabulation results shows that respondents

who have high perceived organizational

support but with low-level leader-member

exchanges (outgroups), only find 50% who

have high innovative behavior. Meanwhile,

respondents with a high perception of

organizational support and a high level of

60| Study On Innovative Behavior Of “X” Hotel Employees In Surabaya

leader-member exchange (in-group), as

many as 76.5% have high innovative

behavior. The consequences of this cross-

tabulation demonstrate that the perceived

high organizational support supported by

the high-level exchange leader relationship

quality, the higher the innovative behavior.

So from this moderating effect test, it

shows that the exchange of leader

members moderates the effect of

perceived organizational support on

innovative behavior so that when the

exchange of leader members is high, the

relationship of perceived organizational

support and innovative behavior becomes

stronger.

The Leader-member exchange level

forms a reciprocal relationship between

supervisors and employees of Hotel “X”

Surabaya, which eventually raises

information between supervisors and

employees. As an agent of the

organization, the supervisor can be an

illustration for employees of how much

support the organization provides to

employees. Based on the social exchange

theory, employees will tend to give back to

the organization based on the view of the

support they receive (Cropanzano &

Mitchell, 2005).

CONCLUSIONS

It can be concluded in this study that the

perception of peer support has no impact

on the innovative behavior of “X” Hotel

employees in Surabaya. Work engagement

is demonstrated 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.

It is prescribed to improving the innovative

work behavior of “X” hotel employees in

Surabaya by optimizing the role of leader-

member exchange in this organization. For

example, using goal settings in achieving

individual work targets. Employees work

beyond targets and produce high

performance, one of which is extra-role

performance. In addition, the leader can

encourage employees to always develop

skills to create useful new ideas or methods

to improve performance to support

increased employee innovative behavior.

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