Employee Innovative Work Behaviour, Job Involvement and Career Commitment in Ghanaian Service Organisations

This study explores the relationship between employee innovative work behaviour (IWB), job involvement (JI), and career commitment (CC) in Ghana’s organisations. Grounded in the Job Demands Resources Theory and Self-Determination Theory, it examined whether employees who engage in innovative activities demonstrate higher job involvement and stronger career commitment. A quantitative, descriptive design was employed, with data collected through structured questionnaires from 92 employees in the Greater Accra Region. The hypotheses were tested using the bi-correlations analysis to ascertain the degree of relationship between the constructs of the study. Findings indicated that a significant nexus existed between employee innovative work behaviour and job Involvement with (r=0.942, p-value<0.05); in addition, existence of a significant association exist between employee innovative work behaviour and career commitment with (r=0.925, p-value<0.05). These results highlight innovation as a catalyst for enhancing both employee engagement in job roles and long-term professional dedication. The study concluded that encouraging innovative work behaviour can contribute to higher involvement and stronger career commitment among employees. It was recommended that management of organisations should create environments that foster autonomy, provide adequate resources, recognise creativity, and offer clear career development pathways. Such strategies can strengthen innovation culture and improve organisational performance.