“Role of innovative work behavior of vocational lecturer in Indonesia”

One aspect that needs to be developed in work is competence. In this case, competence is knowledge, skills, and attitudes sufficient to meet needs, such as good job performance. One of the employee behaviors that has not been developed and improved is the behavior of innovation at work. This study aims to analyze the role of Vocational Lecturers’ innovative behavior. This study was conducted based on data about 1,494 lecturers from vocational higher education institutions in East Java, Indonesia (seven state polytechnics and two state community academies). Using the proportional random sampling method, the Slovin formula of 316 people was used. The questionnaire was conducted as through Google Forms, as a person by seeing research respondents, and by holding virtual meetings from March to April 2022. The collected data were processed using descriptive statistical analysis methods to determine the characteristics of the respondents and inferential statistics using the SmartPLS version 3.0 program. The results of this study indicate that organizational support and transglobal leadership characteristics significantly affect employee engagement, proactive personality, pro-active work behavior, and performance. Transglobal leadership influences proactive personality and job engagement in positive and significant ways. Organizational support significantly and beneficially influences work engagement and proactive attitudes. Work engagement positively and meaningfully encourages innovative work behavior, with a path coefficient 0.22. The path coefficients of the relationship between inven-tive work style, proactive attitude, and employee performance are 0.55 and 0.617, respectively. In addition, job involvement has a statistically significant adverse effect on worker performance.


INTRODUCTION
Innovative work behavior is employee behavior that influences employee performance (Groselj et al., 2020).All employee actions contributing to innovative processes are included in the multidimensional construct known as innovative work behavior (Saeed et al., 2019).This leadership style will influence employee conduct.According to Harwiki (2016) and Fuller and Marler (2009), leadership dramatically impacts employee performance.Specific actions have an impact on worker performance.Work engagement directly influences employee performance (Buil et al., 2019).Then, it may be feasible to control how well employees are engaged at work through innovative work behavior.Innovative work behavior is directly impacted by work engagement (Afsar et al., 2021;Garg & Dhar, 2017).Furthermore, according to Groselj et al. (2020), innovative work behavior directly impacts employee performance.
Proactive Personality also significantly affects Employee Performance (Chen & Wei, 2020).Organizational Support will encourage employees to reciprocate with positive Work Engagement (Buil et al., 2019).
One of the public institutions undergoing dynamic and rapid development is higher education (Tjahjadi et al., 2019).In addition, globalization produces a highly competitive higher education environment (Musselin, 2018), necessitating that every higher education system restructures its higher education system to compete in global competition (Peters, 2019).This also applies to Vocational Higher Education and Vocational Higher Education in East Java.

LITERATURE REVIEW AND HYPOTHESES
Competence is possessing the essential knowledge, abilities, and attitudes to meet needs, such as the capacity to perform a job satisfactorily (Man et al., 2002).Personnel management is an additional function in addition to those listed above.Employee maintenance aims to maintain or enhance an employee's physical, mental, and behavioral characteristics to remain dedicated to the organization's goals and function effectively (Heryanto, 2021).Behavior is an item in both positions and produces successful and productive performance.
Behavioral theory is the primary explanation for the variable relationships in this study.Behavioral theory explains a person's response or reaction to external stimuli; a person's response to a particular stimulus is reflexive (Skinner, 1938).The answer to the inspiration may involve observable behaviors or routines (Notoatmodjo, 2007).Emphasize the importance of lecturers who can incorporate new viewpoints into their work; this creativity is essential to learning and knowledge absorption in the workplace (Asbari, 2020;Asbari et al., 2021).
The behavioral leadership theory posits that a manager's management style directly affects teamwork productivity (Kreitner & Kinicki, 2005).
According to (Conger et al., 2000), this is the most recent continuity of the two leadership philosophies.Employee perceptions of firms that recognize their contributions and well-being are called organizational support theory (OST) (Kurtessis et al., 2017).Baran et al. (2012) propose that to do this, the OST idea must be built by linking technological aspects of the organization.The three fundamental perceptions in the OST theory are described by Baranik et al. (2010) as follows: 1) perceived organizational Support (POS); 2) perceived supervisor support (PSS); and 3) perceived coworker support (PCS).
The contribution and well-being of each employee are crucial to the supervisor and the organization in POS and PSS (Baranik et al., 2010), which encompasses all interactions between workers and organizations (Cheng et al., 2015).
Organizations must adopt a change-oriented proactive behavior to cope with the changing environment and remain competitive (Fuller et al., 2009).A proactive personality is a relatively stable tendency amid environmental changes (Crant & Bateman, 2000).Proactive individuals have an active orientation, seek information, explore the environment, and anticipate future opportunities in their work environment (Thomas et al., 2010).In contrast, individuals with weak proactive Personalities remain passive and fail to adjust to circumstances (Bergeron et al., 2013).Lecturers can adapt policies and rely on their abilities to implement the learning process (Budiadnyana et al., 2021).The proactive Personality of lecturers means that they are actively and creatively taking the initiative by taking advantage of opportunities to realize innovation at work (Sari & Najmudin, 2021).
Work engagement has drawn more academic attention recently and is still a very relevant and current issue (Karatepe, 2013) The importance of innovation for business efficiency is well accepted (Janssen et al., 2004;and Woodman et al., 1993).Innovative work behavior is a critical resource that helps businesses thrive in a changing business environment, namely the generation, adoption, and implementation of new ideas for products and work processes (Janssen et al., 2004).In addition to modifying routines or implementing new solutions, simplifying work, enhancing end-user service, or providing distinctive products or services, innovative work behavior can also involve changing habits or utilizing novel approaches (Xerri & Brunetto, 2014).The educator's actions are based on their knowledge (Pal & Patra, 2021).Professors have a crucial role in assuring innovation at universities, and their inventive behavior contributes to the success of student learning.Innovative work behavior for professors is exploring ways and processes and inventing and generating new ideas or concepts to complete their assignments (Sari & Najmudin, 2021).
According to Wibowo (2013), work performance is a metric for comparing the work outcomes and duties assigned to an employee during a given period.Employee performance can also be indicative of an organization's performance.According to Rivai and Basri (2005), personnel performs well when they can achieve specific norms.The leadership style of colleges influences employee performance (Sulastri et al., 2020).Actual performance, or the amount and caliber of work that employees complete while fulfilling their duties and commitments, is where performance is derived (Mangkunegara, 2005).
In its evolution, theoretical and empirical investigations demonstrate the relationship between human resource management performance, maintenance functions, and numerous variables.This study utilizes the fundamental theory proposed by Skinner (1938) and Blau (1964)  Therefore, this study aims to analyze and examine the impact of organizational support on a proactive personality, which impacts employee performance.This approach allows for a more comprehensive understanding of the intricate dynamics between organizational support, proactive personality, and, ultimately, employee performance.

METHOD
This study employs an explanatory approach and utilizes a survey design.This study employed a questionnaire to collect data from research samples.The questionnaire used a 5-point Likert Scale to measure individuals' opinions, perceptions, and attitudes (Ferdinand, 2006).The descriptive analysis involved the demographic data and variable data using SEM-PLS.This study's SEM-PLS specification model consisted of the outer and inner relationships.

RESULT
This study uses a questionnaire as a research instrument.1.
Table 1 shows that all constructs have loading factor values above 0.70.Thus, all indicators are valid.
In reliability testing, the expected value of composite reliability and Cronbach's Alpha is more significant than 0.7 for the construct to be reliable, yet 0.60 is still acceptable in exploratory research.

Figure 1. Research model
The composite reliability and Cronbach's Alpha are presented in Table 2.
Table 2 demonstrates that all constructs have composite reliability and a Cronbach's Alpha value over 0.70.Therefore, all signs are trustworthy.
Inner model evaluation measures and explains the relationship between one variable and another.It can be done using the R-square (R 2 ) and the predictive relevance value (Q 2 ).R 2 values test the structural model by looking at the model's goodness of fit.The predictive power can be seen using  Hypothesis testing used the path coefficient and p-value.The criterion for hypothesis testing is that the path coefficient value must be between -1 to 1.
If the path coefficient is negative, the relationship between variables is negative, or the dependent variable is negatively affected by the independent variable and vice versa.The exogenous variable significantly affects the endogenous variable if the p-value ≤ the significance level (alpha = 5%).Table 4 presents the results of hypothesis testing.
The p-value for the relationship between transglobal leadership and work engagement is 0.000, and the path coefficient is 0.519.Moreover, with a p-value of 0.003 and a path coefficient of 0.397, transglobal leadership has a positive and statistically significant effect on proactive Personality.
Organizational Support positively and significantly impact work engagement with a p-value of 0.003 and a path coefficient of 0.344.Additionally, a p-value of 0.000 and a path coefficient of 0.596 show that organizational Support has a significant and positive relationship with proactive Personality.
The path coefficient for the relationship between job engagement and innovative work behavior is 0.227, with a p-value of 0.045.Work engagement negatively impacts employee performance, as shown by a p-value of 0.000 and a path coefficient of -0.275.
A proactive personality promotes inventive behavior positively and substantially, as shown by the p-value of 0.000 and the path coefficient of 0.617.A Proactive Personality positively and significantly affects employee performance with a p-value of 0.000 and a path coefficient of 0.518.Innovative work behavior positively and significantly influences employee performance, as shown by a p-value of 0.000 and a path coefficient of 0.69.

DISCUSSIONS
The first hypothesis (H1) demonstrates that transglobal leadership positively and substantially affects employee engagement.

CONCLUSIONS
This study aims to analyze and examine the impact of organizational support on a proactive personality, which impacts employee performance.For analysis, 316 respondents (lecturers) from seven state polytechnics and two state community colleges were determined.62.24% of respondents were male, and 35.76% were female.85.13% of respondents held a Master's Degree, and 14.87% had a Doctoral Degree.The research highlights the critical importance of transglobal leadership in the rapidly evolving landscape of higher education in East Java.It underscores the pivotal roles played by work engagement and innovative behavior in influencing employee performance.The positive correlation observed between high work engagement and increased innovative behavior signifies the institution's proactive measures in creating a supportive work environment that strengthens both employee engagement and the institution as a whole (Path coefficient = 0.227; P-value = 0.045).Work engagement negatively impacts employee performance, as shown by a p-value of 0.000 and a path coefficient of -0.275.
Furthermore, the study emphasizes the significance of effective leadership, particularly in implementing policies that foster positive behavioral traits like organizational support, which in turn enhances work engagement.Additionally, the proactive personality trait is identified as a crucial attribute in adapting to dynamic environments and maintaining competitiveness.Ultimately, a proactive personality substantially contributes to achieving productive employee performance.

Table 4 .
Hypothesis testing results on the direct effects It is necessary to have a proac-tive personality to build creativity by taking the initiative by taking advantage of opportunities to realize innovation.This innovative behavior is to develop new products or ways of working, conduct experiments, and make modifications to improve lecturers' performance.Efforts to find breakthroughs in the running as teachers and educators to produce quality graduates.Without innovation, organizations will become weak, so they lose competitiveness. (1)p://dx.doi.org/10.21511/kpm.07(1).2023.08