Creative Climate, Employee Engagement and Employee Innovative Behavior at Uganda Revenue Authority

Abstract

Guided by the principles of Social Exchange Theory, this study explored the interplay between employee innovative behavior, engagement, and the creative climate at the Uganda Revenue Authority (URA). The research specifically sought to: (i) evaluate the significance of the link between employee engagement and a creatively supportive work environment, (ii) investigate the association between employee commitment and innovative workplace practices, and (iii) examine whether employee engagement serves as a mediating variable in the relationship between innovation-oriented practices and a climate conducive to creativity. To execute this study, the researchers of this paper had chosen a cross-sectional design and through simple random sampling, they had collected the views of a sample of 480 URA employees. The method divided into two types of data collection: questionnaires (receiving a 82.9% rate for the response) and interview guides (managed to come back with an 86.6% response rate). To be precise, the data of a numerical nature throughout the study was the main subject of the statistical description and regression, but the qualitative answers were used in the content and thematic analysis. The findings of the research show that the coefficients for both the relations of creative climate with engagement and engagement with innovation are significant points undertaken that signify the increase in the rates of the target variables (engagement, and innovative behavior) when the predictor variables (creative climate, and engagement) increase by 1 respectively, i.e., for the first coefficient, 0.360/(b=0.360) and for the second, 0.401 (b=0.401). Beyond the primary findings, the study also highlighted the mediating influence of employee engagement on the link between a creative organizational climate and innovative behavior. The discussion reinforced this relationship, emphasizing that elements such as employee involvement, autonomy, and mutual trust are crucial drivers of engagement and innovation. The research concluded that at URA, fostering innovation and engagement is unfeasible without an environment that aligns with both creativity and employee needs. Consequently, the study recommends that URA leadership cultivate a culture that nurtures creativity—empowering employees with the freedom and resources necessary to generate and implement new ideas, thereby enhancing the organization’s adaptability and long-term growth.